Specialist, Enterprise Strategy & Planning

Why PayNet / Why Now

• PayNet’s strategy is increasingly shaped by multiple divisions generating ideas, initiatives, and priorities in parallel.
• Without strong enterprise discipline, concepts risk being fragmented, misaligned, or poorly shaped before formal decision forums.
• This role sits within the CEO Office to ensure strategy and concepts are rigorously developed, aligned, and prioritised before they reach enterprise and Board-level discussions.
• Works alongside the Head as part of the CEO’s extended office, driving alignment and coherence across the organization – not just facilitating forums.
• This role offers full exposure across PayNet and serves as a platform to develop future leaders who can move into key roles across the organization.

TL; DR

• Act as the engine behind enterprise strategy alignment and concept development.
• Coordinate and challenge divisions to shape initiatives before they enter formal forums.
• Ensure clear prioritisation, sequencing, and readiness of concepts across the enterprise.
• Turn fragmented ideas into coherent, decision-ready strategic pipelines.

Why This Role Matters

• Strategy quality is determined before the meeting – this role ensures concepts are well-formed, aligned, and comparable.
• Without discipline, organisations overload decision forums with misaligned or immature ideas.
• Prioritisation must reflect real constraints (capacity, sequencing, dependencies), not just ambition.
• Strong front-end alignment reduces rework, accelerates decisions, and improves execution outcomes downstream.
• Requires credibility and influence across senior stakeholders without formal authority.

What You Will Actually Do

• Coordinate cross-division strategy and concept development, working with Business / Operating Units to shape proposals early.
• Facilitate alignment discussions ahead of strategy and concept forums, ensuring clarity on objectives, trade-offs, and dependencies.
• Prepare initiatives for enterprise and Board-level consideration, ensuring they are structured, comparable, and decision-ready.
• Own the enterprise concept funnel, tracking all initiatives from idea through prioritisation and approval.
• Drive prioritisation discipline, aligning initiatives to enterprise strategy, capacity constraints, and sequencing realities.
• Track actions and follow-through from strategy discussions, ensuring closure and continuity across cycles.

Examples of This Role in Practice

• Multiple divisions propose overlapping initiatives; you align stakeholders upfront and consolidate into a single coherent proposal.
• A concept is strong but incomplete; you shape it into a structured, decision-ready proposal before it reaches forums.
• A strategy forum is overloaded; you prioritise and sequence topics so discussions focus on what matters most.
• Different stakeholders push competing priorities; you frame trade-offs clearly and guide alignment before escalation.
• Actions from prior discussions are drifting; you track, follow up, and ensure closure before the next cycle.

What Will Help You Succeed

• Strong ability to structure ambiguous ideas into clear, comparable strategic options.
• Enterprise mindset, able to balance division priorities against overall business outcomes.
• Confidence engaging senior stakeholders and challenging constructively without formal authority.
• Strong judgement on prioritisation, sequencing, and trade-offs.
• High discipline in tracking, follow-through, and maintaining continuity across cycles.
• Comfort working across business, technology, and operational contexts.