General:
The Strategy Execution Coordinator provides Equity Bank Tanzania with enterprise-wide visibility over strategic initiatives, transformation programmes, and executive directives by translating strategy into structured, governed, trackable and measurable execution. The role operates at EXCO and Board-adjacent level, synthesising complex, multi-stream delivery activity into a single, clear governance view for the Managing Director and executive leadership. Reporting to the Head of Business Excellence, the role coordinates and maintains portfolio governance, performance tracking, executive reporting, and cross-functional accountability to ensure strategic priorities, transformation initiatives, Board commitments, Managing Director directives, and Balanced Scorecard objectives are delivered on time and aligned with the Bank's strategic goals.
Main Duties and Responsibilities:
Strategy-to-Execution Translation & Portfolio Visibility
- Enterprise Transformation Leadership: Serve as the central coordination lead for enterprise transformation initiatives, ensuring transformation programmes are governed, aligned, monitored, and reported consistently across the Bank.
- Strategic Initiative Translation: Coordinate the translation of EBTL's strategic priorities into clearly defined executable enterprise initiatives with assigned owners, milestones, deliverables, and measurable performance targets.
- Initiative Intake & Onboarding Discipline: Own the formal registration and scoping of all initiatives before they enter the portfolio tracker. Ensure no initiative operates outside the governed portfolio — whether originating from Board Directives, EXCO commitments, Group mandates, or workstream expansions — by maintaining a defined intake process that captures scope, ownership, dependencies, and baseline before activation.
- Executive & Board-Adjacent Reporting: Produce structured Board, EXCO, ManCo, SteerCo, and Board-adjacent reporting on strategic initiative performance, delivery status, and transformation progress.
- Portfolio Visibility: Maintain enterprise initiative portfolio visibility, providing a single consolidated governance view of delivery across all strategic and transformation initiatives.
- Strategic Alignment Management: Ensure strategic objectives, delivery plans, performance targets, and transformation outcomes remain continuously aligned and delivered across functions, programmes, and strategic initiatives.
- Initiative Prioritisation: Support prioritisation and sequencing of initiatives based on strategic significance, dependency, and institutional exposure.
- Balanced Scorecard Alignment: Align initiative delivery and performance tracking to the institutional Balanced Scorecard, ensuring strategic objectives cascade into measurable execution.
Governance Reporting
- RAG Reporting: Maintain RAG (Red / Amber / Green) status reporting across the portfolio, providing clear and defensible assessments of delivery health.
- Committee Pack Coordination: Coordinate and quality-assure committee packs to a standard the Managing Director can sign off without redraft.
- Strategic Execution Health Reporting: Coordinate preparation of the Strategic Execution Health Reports submitted to the Managing Director.
Directive, Decision & Risk Governance
- Directive Log Management: Maintain the Board, Managing Director and EXCO Directive Execution Log, tracking executive directives and Board commitments through to completion with visible accountability.
- Decision Governance Tracking: Maintain a structured decision register capturing key approvals, decisions, assumptions, dependencies, and management actions to support transparency, accountability, and audit-ready records.
- Issue, Risk & Dependency Logs: Maintain issue, risk, and dependency logs with the rigour to change behaviour rather than sit in a folder, escalating unresolved items with precision.
- Risk Escalation: Escalate material governance and delivery risks through defined protocols where institutional exposure exists.
Delivery Governance & Coordination
- Governance Platform Discipline: Operate and enforce execution governance discipline through the programme management platform (Monday.com or equivalent), keeping portfolio data current and reliable.
- Delivery Governance Cadence: Establish and maintain the delivery governance cadence so that governance routines run on a disciplined, predictable rhythm.
- Change Control Governance: Own the formal change control process for all active portfolio initiatives. Assess, document, and obtain appropriate approval for any change to scope, timeline, budget, or resource assumptions. Maintain a controlled baseline so that RAG assessments and milestone tracking retain a reliable reference point throughout delivery.
- Dependency & Conflict Management: Map cross-initiative dependencies and surface sequencing conflicts that threaten interdependent commitments.
- Resource & Capacity Conflict Identification: Maintain a live resource and capacity conflict tracker across the full initiative portfolio. Identify instances where concurrent workstreams compete for the same subject matter experts, IT resources, branch network access, or functional bandwidth, and escalate conflicts before they create delivery failure.
- Initiative Close-Out Discipline: Own the formal close-out protocol for all completed initiatives. Confirm that deliverables are accepted, lessons are documented, accountability is formally discharged, and records are retained in a retrievable and audit-ready state. Ensure initiatives are formally closed rather than allowed to fade, preserving the integrity of portfolio records and institutional learning.
- Stakeholder Mapping & Influence Tracking: Maintain stakeholder maps and track influence and disposition across EXCO-level stakeholders to strengthen coordination and decision-making.
Execution Governance Discipline
- Governance Principles: Apply Business Excellence operating principles — enterprise-first thinking, single-point accountability, fact-based intervention, and consequence culture — consistently across all governance activities.
Knowledge Skills and Experience:
Education
- Bachelor’s degree minimum in Business Administration, Finance, Economics, Public Administration, Strategy, Engineering, Project Management, or Management Science.
- A postgraduate qualification — MBA, MSc in Strategy, or equivalent — is strongly preferred and signals the analytical range this role requires.
Professional Qualifications
- Project management certification is an added advantage: PMP, PRINCE2 Practitioner, or MSP.
- A portfolio or programme governance credential (MoP, P3O) is a material differentiator.
- Demonstrable (not claimed) proficiency in a programme management platform — work operating systems e.g., Monday.com, Asana, or equivalent — is required.
- Power BI proficiency is a strong advantage.
Critical Skills
- Strong stakeholder management, influencing, communication, facilitation, critical thinking, and organisational skills.
- Coordination of cross-functional execution and delivery of high-quality outcomes at executive level.
- Proficiency in AI-enabled productivity tools to enhance analysis, executive reporting, insight generation, and governance efficiency.
- Enterprise portfolio governance and strategy execution.
- Structured executive reporting and governance communication at EXCO and Board-adjacent level.
- Issue, risk, dependency, change and decision governance.
- Cross-functional dependency mapping and stakeholder influence management.
- Ability to synthesise complex, multi-stream delivery into a clear executive governance view.
- Exceptional written communication, with the ability to produce executive-quality committee papers requiring minimal revision.
Work Experience
- Minimum seven years, with at least four in a governance, PMO, strategy execution, or transformation governance function — or management consulting — inside a bank, financial institution, or large regulated organisation.
- Must have operated among multiple competing EXCO-level stakeholders.
- Experience in a Group or holding-company structure, where subsidiary accountability meets Group oversight, is a significant advantage.
- Prior exposure to transformation programmes of material scale (not just project coordination) is required.
Behavioural Requirements
This role must hold a governance line with stakeholders who outrank it — following up on overdue commitments without deferring to seniority and without being drawn into informal arrangements that bypass governance. The principal risk is capture: becoming a documentation function rather than a governance function. It requires someone who has already held a governance standard under senior pressure and maintained it.
- Low ego, high backbone: challenge respectfully, hold to the evidence, and resist intimidation.
- Maintain confidentiality, political neutrality, and disciplined stakeholder boundaries.
- Communicate with executive brevity while retaining analytical depth.
- Distinguish fact, inference, and opinion; document decisions and preserve audit trails.
- Remain composed under hostility, ambiguity, shifting narratives, and senior pressure.
- Bring solutions with every escalation; never become identified solely with control or obstruction.
- Sustain rigour and momentum through complex, multi-stakeholder environments without losing credibility or composure
- Intellectual honesty under pressure — hold the line between what the data says and what stakeholders want it to say
- Serve as the central coordination lead for enterprise transformation initiatives, ensuring transformation programmes are governed, aligned, monitored, and reported consistently across the Bank.
- Coordinate the translation of EBTL's strategic priorities into clearly defined executable enterprise initiatives with assigned owners, milestones, deliverables, and measurable performance targets.
- Own the formal registration and scoping of all initiatives before they enter the portfolio tracker. Ensure no initiative operates outside the governed portfolio — whether originating from Board Directives, EXCO commitments, Group mandates, or workstream expansions — by maintaining a defined intake process that captures scope, ownership, dependencies, and baseline before activation.
- Produce structured Board, EXCO, ManCo, SteerCo, and Board-adjacent reporting on strategic initiative performance, delivery status, and transformation progress.
- Maintain enterprise initiative portfolio visibility, providing a single consolidated governance view of delivery across all strategic and transformation initiatives.
- Ensure strategic objectives, delivery plans, performance targets, and transformation outcomes remain continuously aligned and delivered across functions, programmes, and strategic initiatives.
- Support prioritisation and sequencing of initiatives based on strategic significance, dependency, and institutional exposure.
- Align initiative delivery and performance tracking to the institutional Balanced Scorecard, ensuring strategic objectives cascade into measurable execution.
- Maintain RAG (Red / Amber / Green) status reporting across the portfolio, providing clear and defensible assessments of delivery health.
- Coordinate and quality-assure committee packs to a standard the Managing Director can sign off without redraft.
- Coordinate preparation of the Strategic Execution Health Reports submitted to the Managing Director.
- Maintain the Board, Managing Director and EXCO Directive Execution Log, tracking executive directives and Board commitments through to completion with visible accountability.
- Maintain a structured decision register capturing key approvals, decisions, assumptions, dependencies, and management actions to support transparency, accountability, and audit-ready records.
- Maintain issue, risk, and dependency logs with the rigour to change behaviour rather than sit in a folder, escalating unresolved items with precision.
- Escalate material governance and delivery risks through defined protocols where institutional exposure exists.
- Operate and enforce execution governance discipline through the programme management platform (Monday.com or equivalent), keeping portfolio data current and reliable.
- Establish and maintain the delivery governance cadence so that governance routines run on a disciplined, predictable rhythm.
- Own the formal change control process for all active portfolio initiatives. Assess, document, and obtain appropriate approval for any change to scope, timeline, budget, or resource assumptions. Maintain a controlled baseline so that RAG assessments and milestone tracking retain a reliable reference point throughout delivery.
- Map cross-initiative dependencies and surface sequencing conflicts that threaten interdependent commitments.
- Maintain a live resource and capacity conflict tracker across the full initiative portfolio. Identify instances where concurrent workstreams compete for the same subject matter experts, IT resources, branch network access, or functional bandwidth, and escalate conflicts before they create delivery failure.
- Own the formal close-out protocol for all completed initiatives. Confirm that deliverables are accepted, lessons are documented, accountability is formally discharged, and records are retained in a retrievable and audit-ready state. Ensure initiatives are formally closed rather than allowed to fade, preserving the integrity of portfolio records and institutional learning.
- Maintain stakeholder maps and track influence and disposition across EXCO-level stakeholders to strengthen coordination and decision-making.
- Apply Business Excellence operating principles — enterprise-first thinking, single-point accountability, fact-based intervention, and consequence culture — consistently across all governance activities.
- Strong stakeholder management
- Influencing
- Communication
- Facilitation
- Critical thinking
- Organisational skills
- Coordination of cross-functional execution and delivery of high-quality outcomes at executive level
- Proficiency in AI-enabled productivity tools to enhance analysis, executive reporting, insight generation, and governance efficiency
- Enterprise portfolio governance and strategy execution
- Structured executive reporting and governance communication at EXCO and Board-adjacent level
- Issue, risk, dependency, change and decision governance
- Cross-functional dependency mapping and stakeholder influence management
- Ability to synthesise complex, multi-stream delivery into a clear executive governance view
- Exceptional written communication, with the ability to produce executive-quality committee papers requiring minimal revision
- Bachelor’s degree minimum in Business Administration, Finance, Economics, Public Administration, Strategy, Engineering, Project Management, or Management Science.
- A postgraduate qualification — MBA, MSc in Strategy, or equivalent — is strongly preferred and signals the analytical range this role requires.
- Project management certification is an added advantage: PMP, PRINCE2 Practitioner, or MSP.
- A portfolio or programme governance credential (MoP, P3O) is a material differentiator.
- Demonstrable (not claimed) proficiency in a programme management platform — work operating systems e.g., Monday.com, Asana, or equivalent — is required.
- Power BI proficiency is a strong advantage.
Vacancy title:
Strategy Execution, Governance & Portfolio Visibility Manager
[Type: FULL_TIME, Industry: Banking, Category: Management,Business Operations,Finance]
Jobs at:
Equity Bank Tanzania
Deadline of this Job:
Tuesday, September 1 2026
Duty Station:
Dar es Salaam | Dar es Salaam
Summary
Date Posted: Wednesday, August 26 2026, Base Salary: Not Disclosed
JOB DETAILS:
General:
The Strategy Execution Coordinator provides Equity Bank Tanzania with enterprise-wide visibility over strategic initiatives, transformation programmes, and executive directives by translating strategy into structured, governed, trackable and measurable execution. The role operates at EXCO and Board-adjacent level, synthesising complex, multi-stream delivery activity into a single, clear governance view for the Managing Director and executive leadership. Reporting to the Head of Business Excellence, the role coordinates and maintains portfolio governance, performance tracking, executive reporting, and cross-functional accountability to ensure strategic priorities, transformation initiatives, Board commitments, Managing Director directives, and Balanced Scorecard objectives are delivered on time and aligned with the Bank's strategic goals.
Main Duties and Responsibilities:
Strategy-to-Execution Translation & Portfolio Visibility
- Enterprise Transformation Leadership: Serve as the central coordination lead for enterprise transformation initiatives, ensuring transformation programmes are governed, aligned, monitored, and reported consistently across the Bank.
- Strategic Initiative Translation: Coordinate the translation of EBTL's strategic priorities into clearly defined executable enterprise initiatives with assigned owners, milestones, deliverables, and measurable performance targets.
- Initiative Intake & Onboarding Discipline: Own the formal registration and scoping of all initiatives before they enter the portfolio tracker. Ensure no initiative operates outside the governed portfolio — whether originating from Board Directives, EXCO commitments, Group mandates, or workstream expansions — by maintaining a defined intake process that captures scope, ownership, dependencies, and baseline before activation.
- Executive & Board-Adjacent Reporting: Produce structured Board, EXCO, ManCo, SteerCo, and Board-adjacent reporting on strategic initiative performance, delivery status, and transformation progress.
- Portfolio Visibility: Maintain enterprise initiative portfolio visibility, providing a single consolidated governance view of delivery across all strategic and transformation initiatives.
- Strategic Alignment Management: Ensure strategic objectives, delivery plans, performance targets, and transformation outcomes remain continuously aligned and delivered across functions, programmes, and strategic initiatives.
- Initiative Prioritisation: Support prioritisation and sequencing of initiatives based on strategic significance, dependency, and institutional exposure.
- Balanced Scorecard Alignment: Align initiative delivery and performance tracking to the institutional Balanced Scorecard, ensuring strategic objectives cascade into measurable execution.
Governance Reporting
- RAG Reporting: Maintain RAG (Red / Amber / Green) status reporting across the portfolio, providing clear and defensible assessments of delivery health.
- Committee Pack Coordination: Coordinate and quality-assure committee packs to a standard the Managing Director can sign off without redraft.
- Strategic Execution Health Reporting: Coordinate preparation of the Strategic Execution Health Reports submitted to the Managing Director.
Directive, Decision & Risk Governance
- Directive Log Management: Maintain the Board, Managing Director and EXCO Directive Execution Log, tracking executive directives and Board commitments through to completion with visible accountability.
- Decision Governance Tracking: Maintain a structured decision register capturing key approvals, decisions, assumptions, dependencies, and management actions to support transparency, accountability, and audit-ready records.
- Issue, Risk & Dependency Logs: Maintain issue, risk, and dependency logs with the rigour to change behaviour rather than sit in a folder, escalating unresolved items with precision.
- Risk Escalation: Escalate material governance and delivery risks through defined protocols where institutional exposure exists.
Delivery Governance & Coordination
- Governance Platform Discipline: Operate and enforce execution governance discipline through the programme management platform (Monday.com or equivalent), keeping portfolio data current and reliable.
- Delivery Governance Cadence: Establish and maintain the delivery governance cadence so that governance routines run on a disciplined, predictable rhythm.
- Change Control Governance: Own the formal change control process for all active portfolio initiatives. Assess, document, and obtain appropriate approval for any change to scope, timeline, budget, or resource assumptions. Maintain a controlled baseline so that RAG assessments and milestone tracking retain a reliable reference point throughout delivery.
- Dependency & Conflict Management: Map cross-initiative dependencies and surface sequencing conflicts that threaten interdependent commitments.
- Resource & Capacity Conflict Identification: Maintain a live resource and capacity conflict tracker across the full initiative portfolio. Identify instances where concurrent workstreams compete for the same subject matter experts, IT resources, branch network access, or functional bandwidth, and escalate conflicts before they create delivery failure.
- Initiative Close-Out Discipline: Own the formal close-out protocol for all completed initiatives. Confirm that deliverables are accepted, lessons are documented, accountability is formally discharged, and records are retained in a retrievable and audit-ready state. Ensure initiatives are formally closed rather than allowed to fade, preserving the integrity of portfolio records and institutional learning.
- Stakeholder Mapping & Influence Tracking: Maintain stakeholder maps and track influence and disposition across EXCO-level stakeholders to strengthen coordination and decision-making.
Execution Governance Discipline
- Governance Principles: Apply Business Excellence operating principles — enterprise-first thinking, single-point accountability, fact-based intervention, and consequence culture — consistently across all governance activities.
Knowledge Skills and Experience:
Education
- Bachelor’s degree minimum in Business Administration, Finance, Economics, Public Administration, Strategy, Engineering, Project Management, or Management Science.
- A postgraduate qualification — MBA, MSc in Strategy, or equivalent — is strongly preferred and signals the analytical range this role requires.
Professional Qualifications
- Project management certification is an added advantage: PMP, PRINCE2 Practitioner, or MSP.
- A portfolio or programme governance credential (MoP, P3O) is a material differentiator.
- Demonstrable (not claimed) proficiency in a programme management platform — work operating systems e.g., Monday.com, Asana, or equivalent — is required.
- Power BI proficiency is a strong advantage.
Critical Skills
- Strong stakeholder management, influencing, communication, facilitation, critical thinking, and organisational skills.
- Coordination of cross-functional execution and delivery of high-quality outcomes at executive level.
- Proficiency in AI-enabled productivity tools to enhance analysis, executive reporting, insight generation, and governance efficiency.
- Enterprise portfolio governance and strategy execution.
- Structured executive reporting and governance communication at EXCO and Board-adjacent level.
- Issue, risk, dependency, change and decision governance.
- Cross-functional dependency mapping and stakeholder influence management.
- Ability to synthesise complex, multi-stream delivery into a clear executive governance view.
- Exceptional written communication, with the ability to produce executive-quality committee papers requiring minimal revision.
Work Experience
- Minimum seven years, with at least four in a governance, PMO, strategy execution, or transformation governance function — or management consulting — inside a bank, financial institution, or large regulated organisation.
- Must have operated among multiple competing EXCO-level stakeholders.
- Experience in a Group or holding-company structure, where subsidiary accountability meets Group oversight, is a significant advantage.
- Prior exposure to transformation programmes of material scale (not just project coordination) is required.
Behavioural Requirements
This role must hold a governance line with stakeholders who outrank it — following up on overdue commitments without deferring to seniority and without being drawn into informal arrangements that bypass governance. The principal risk is capture: becoming a documentation function rather than a governance function. It requires someone who has already held a governance standard under senior pressure and maintained it.
- Low ego, high backbone: challenge respectfully, hold to the evidence, and resist intimidation.
- Maintain confidentiality, political neutrality, and disciplined stakeholder boundaries.
- Communicate with executive brevity while retaining analytical depth.
- Distinguish fact, inference, and opinion; document decisions and preserve audit trails.
- Remain composed under hostility, ambiguity, shifting narratives, and senior pressure.
- Bring solutions with every escalation; never become identified solely with control or obstruction.
- Sustain rigour and momentum through complex, multi-stakeholder environments without losing credibility or composure
- Intellectual honesty under pressure — hold the line between what the data says and what stakeholders want it to say
Work Hours: 8
Experience in Months: 84
Level of Education: postgraduate degree
Job application procedure
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