About this role
### Responsible for supporting and coordinating Process & Business Excellence initiatives by improving business processes, ensuring proper documentation and governance, and supporting the development of business products. The role works closely with different departments to enhance operational efficiency, process effectiveness, and overall business performance.
Key Responsibilities:
- Support business process improvement initiatives across the organization.
- Develop, document, and maintain SOPs, workflows, and business policies.
- Support the annual strategic planning process and follow up on strategic initiatives.
- Review and improve end-to-end business processes to enhance efficiency and effectiveness.
- Coordinate with business and technology teams to gather and implement business requirements.
- Supervise and support the Process & Business Excellence team, ensuring effective execution of assigned activities.
- Monitor KPIs and identify opportunities for operational and process improvements.
- Support new product development and business feasibility assessments.
- Prepare reports, analysis, and presentations for management.
- Follow up on process improvement initiatives and ensure timely implementation of agreed actions.
- Ensure proper documentation and adherence to approved processes, policies, and governance standards.
###
Requirements
- Bachelor’s
degree in Business Administration, Engineering, Finance, Operations
Management, or a related field.
- 5–7
years of relevant experience in Process Improvement, Business Excellence,
Operations, or a related field.
- 1–2 years of
experience in supervising or coordinating a team.
- Experience
in Banking, Financial Services, FinTech, or Microfinance is preferred.
- Good
knowledge of Process Mapping (BPMN), SOPs, workflows, and Continuous
Improvement methodologies.
- Strong
analytical, problem-solving, communication, and stakeholder management
skills.
- Good
proficiency in Microsoft Excel and PowerPoint.
- Lean Six Sigma or PMP certification is a
plus.
