Lean Portfolio Manager (Technology)

Why PayNet / Why Now

• Malaysia's payment ecosystem is becoming increasingly interconnected, regulated, and dependent on technology platforms that must deliver reliably at scale.
• As PayNet's portfolio of technology initiatives grows, success depends on making deliberate choices about where to invest time, funding, and organisational capacity.
• We need someone who can see across competing priorities, bring clarity to complex decisions, and help leadership focus on the initiatives that create the greatest value.
• This is an opportunity to shape how one of Malaysia's most critical digital infrastructure organisations prioritises, funds, and delivers technology investments.
• Your decisions will influence not just individual projects, but the overall effectiveness of PayNet's technology portfolio.

TL;DR

• Own the flow, prioritisation, and governance of PayNet's technology portfolio.
• Influence investment decisions, capacity allocation, and delivery priorities across multiple initiatives.
• Build alignment between business objectives and technology execution.
• Translate complexity into actionable insights for senior leadership.
• Drive transparency, accountability, and informed decision-making across a diverse stakeholder landscape.

Why This Role Matters

• Technology teams have finite capacity. Poor prioritisation can delay critical outcomes, increase risk, and dilute organisational focus.
• This role creates visibility into competing demands and helps leadership make better investment decisions.
• Success means initiatives are aligned to strategic outcomes, resources are allocated effectively, and delivery risks are identified early.
• The role sits at the intersection of strategy, governance, delivery, and stakeholder management.
• This role requires judgement over process. You will often balance urgent demands, long-term priorities, and limited resources to achieve the best overall outcome for PayNet.

What You Will Actually Do

• Own portfolio prioritisation and recommend where PayNet should invest effort, capacity, and funding to maximise business value.
• Shape portfolio planning and roadmap discussions by connecting strategic goals with delivery realities.
• Drive portfolio governance, risk visibility, and performance transparency across technology initiatives.
• Influence senior stakeholders to make informed decisions based on data, trade-offs, and organisational priorities.
• Build trusted relationships across technology, operations, product, commercial, and leadership teams to align expectations and outcomes.
• Translate complex technical discussions into clear business narratives that enable faster and better decision-making.

Examples of This Role in Practice

• Two strategically important initiatives require the same specialist resources. You facilitate the conversation, surface trade-offs, and help leadership decide where investment creates the greatest impact.
• A portfolio review reveals growing delivery risk across several initiatives. You identify the root causes, bring stakeholders together, and drive corrective action before business outcomes are affected.
• Leadership needs a clear view of portfolio performance. You transform complex delivery data into a concise narrative that supports decision-making.
• A new initiative enters the pipeline with strong executive sponsorship but limited organisational capacity. You challenge assumptions, evaluate value versus effort, and recommend an informed path forward.
• Multiple teams are moving in different directions. You create alignment around priorities, dependencies, and expected outcomes.

What Will Help You Succeed

Required

• Ability to balance strategic objectives, stakeholder expectations, and delivery constraints in a complex environment.
• Strong judgement when prioritising competing demands and making recommendations that affect organisational outcomes.
• Ability to communicate clearly with both technical and non-technical audiences.
• Comfortable operating across multiple initiatives while maintaining visibility on risks, dependencies, and value delivery.
• Experience influencing senior stakeholders without relying on formal authority.

Helpful

• Exposure to portfolio management, programme management, PMO, or large-scale technology delivery environments.
• Familiarity with Agile, Lean, or scaled delivery approaches.
• Experience working in regulated, critical infrastructure, financial services, or payments environments.
• Ability to convert complex information into compelling presentations, dashboards, and decision materials.
• Curiosity, adaptability, and a bias towards solving organisational problems rather than managing processes.