Specialist, Enterprise Performance & Board Affairs

PayNet

Why PayNet / Why Now

PayNet’s most critical decisions are shaped at Board level, where clarity, alignment, and timing directly impact enterprise outcomes.
As scale and complexity increase, linking Board intent to real execution across the organisation is no longer automatic.
This role sits within the CEO Office to ensure Board engagement and enterprise performance operate as a single, disciplined system; not separate processes.
Works alongside the Head as part of the CEO’s extended office, driving substance behind Board discussions, not just coordination.

Act as the engine behind Board engagement and enterprise performance for the CEO Office.
Turn Board discussions into clear decisions, aligned stakeholders, and tracked outcomes.
Own the corporate scorecard as the single source of truth for enterprise performance.
Build and embed forward-looking ESG performance and reporting (not performative compliance).

Board effectiveness directly determines enterprise speed and alignment – this role sharpens both.
Performance tracking must drive action, not retrospective reporting.
Decision quality depends on how issues are framed – this role ensures clarity and comparability.
Enterprise slippage often starts early and quietly – this role surfaces and corrects it before escalation.
Requires judgement, discretion, and influence across senior stakeholders without relying on hierarchy.

Shape Board materials into clear, decision-ready narratives, ensuring issues, trade-offs, and implications are explicit.
Run the end-to-end Board rhythm behind the scenes (agenda shaping, paper quality, action tracking, forward pipeline).
Own and maintain the corporate scorecard as a live, decision tool, ensuring accuracy and relevance.
Track Board decisions and commitments, actively driving owners to close gaps and deliver outcomes.
Build a forward view of Board priorities, aligning stakeholders ahead of discussions to avoid misalignment.
Develop and embed ESG performance frameworks and reporting, integrating into enterprise scorecards and execution (not standalone reporting).

A Board paper is unclear; you reframe the narrative to sharpen the decision required and align stakeholders upfront.
A KPI is technically “on track” but masking delivery risk; you surface the underlying issue early and drive corrective action.
Multiple divisions interpret a Board direction differently; you align stakeholders quickly to a single execution path.
ESG is treated as reporting; you translate it into measurable metrics embedded in the scorecard and business execution.
Board feedback is fragmented; you synthesise into clear actions with ownership and follow-through.

Ability to simplify complex issues into clear, structured, decision-ready narratives.
Strong enterprise perspective; connecting Board intent, performance data, and execution reality.
Confidence influencing senior stakeholders and challenging constructively without formal authority.
High discipline on quality and detail, especially under Board-level scrutiny.
Comfort working with performance metrics, translating numbers into insight, risk, and action.
Sound judgement in balancing speed, precision, and stakeholder dynamics.