Country General Manager , E.M.E.A Regions

RESPONSABILITATI

COMPANY VISION ¿ the desired state of the company

Our Client is a project management and telecommunication infrastructure installation company that succeeds through teamwork. Our Client can quadruple in size in a month, and can go from 1 site/month to 40 sites/month in the course of 45 days, and back again to 1, based on market demand, with limited impact on operating margins. Our Client achieves this through operating discipline and adherence to procedures. All the client¿s employees understand why his/her job is important, and how it helps the company achieve its objectives.

OBJECTIVES OF POSITION
The Country General Manager (¿GM¿) supports the Vision, Mission, Strategic Objectives, and Operating Principals of the company. He does this through communication, leading by example, and maintaining an environment conducive to teamwork. He relies on his Team Managers to handle the details.

The Vision, Mission, and other aspects of the structure and objectives of the company are developed by the GM and the Group General Manager, in cooperation with the Group Financial Controller. The GM is responsible for the implementation of this ¿blueprint¿ and for updating the Group General Manager on objective measures of performance.

The GM monitors the company¿s operational performance through reports ¿ weekly Site Margin Report, weekly Cash Flow Forecast, monthly Financial Report and Variance Analysis ¿ which are compiled by the FINA Team from information gathered by all teams. By doing this, he (a) encourages the on-time distribution of accurate reports, and (b) helps all the teams to prioritize the issues with the most impact on the company¿s financial performance.

The GM also relies on reports to monitor the other objective aspects of performance ¿ such as capacity utilization, site exceptions (i.e., change orders, BOM errors, time over-runs, etc.) ¿ in addition to direct, ¿anecdotal¿ information. As with the financial reports, he encourages the teams to establish and maintain processes to compile and distribute these reports, while helping the operating groups to focus on the important issues that impact efficiency and profitability.

Teamwork is critical to the company¿s success, and therefore monitoring various indicators of strong and weak teamwork between his four direct reports ¿ the respective managers of the SAEE, PAM, FO, and FINA Teams ¿ is a critical aspect of the General Manager¿s success. The GM focuses on communication and cooperation between the teams, and avoids getting bogged down in the details of individual issues unless the managers cannot resolve the matter at their level. By ensuring that decisions regarding processes, controls, and division of responsibility are made on a consensus basis among the teams, the GM makes the best of his management resources. By dealing primarily with the Managers for operational issues ¿ and not with their subordinates ¿ he maintains their motivation.

The GM manages the Team Managers by helping them develop K.R.A.s (Key Result Areas) and Success Measures that are in line with the company¿s objectives, and monitors performance. Because the Team Managers are more involved in day-to-day issues, the GM supports them by staying focused on the bigger picture and by addressing inter-department communication issues.

The FINA Manager, unlike the other three Managers, reports directly to the Group Controller, with a ¿dotted line¿ to the GM. Accordingly, the Finance and Administrative functions of the company are independent from the operational functions. This impacts the role of the GM with respect to the management of the company¿s operating data and cash.

CERINTE

BENEFICII OFERITE

- Process / Reforms / Efficiency / Non-Financial Objectives
- Rating 0-10, coefficient 33% of pre-agreed bonus
- Business Development
- Rating 0-10, coefficient 33% of pre-agreed bonus
- Financial Objectives
- Rating 0-10, coefficient 34% of pre-agreed bonus