| JOB NAME |
Head: RSA Metros & Bankable Cities [Midrand]
POSTED BY: Development Bank of Southern Africa
REF:DBSA 249
Date Published:Thursday, October 20, 2022
Date of Expiration:Tuesday, April 18, 2023 EXPIRED
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| LOCATION OF THIS JOB |
 South Africa | MIDRAND in South Africa |
| INDUSTRY |
| DEVELOPMENT FINANCE INSTITUTIONS
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| JOB TYPE |
| Full-Time |
| MAIN JOB DESCRIPTION |
Closing Date 2022/10/28
Reference Number DBS220512-1
Job Title Head: RSA Metros & Bankable Cities [Midrand]
Job Grade 21
Job Type Classification Permanent
Location - Town / City Midrand
Location - Province Gauteng
Location - Country South Africa
JOB DESCRIPTION
The Head is responsible for formulating and implementing the Coverage strategy in line with the vision, strategy and goals of the DBSA whilst also accountable for deal origination, building and owning client and partnerships and develops projects for the DBSA ultimately leading to bankable deals.
KEY RESPONSIBILITIES
1. In collaboration with the Group Executive: Coverage, formulates and implements the Coverage strategy for respective business unit in line with the vision, strategy and goals of the DBSA.
2. Manage the respective Coverage unit with the ultimate aim of increasing lending and non-lending activities and focusing funds on highest impact development financing, whilst achieving financial sustainability.
3. Lead, initiate and develop new business strategies and opportunities to build a pipeline of development impact projects ensuring deal flow and bankability. Lead the process to take deals to the approval of Early Review Reports.
4. Oversee client relationship across all stages of DBSA involvement.
5. Drive sustainable advantage over competitors by:
1) Deepening client relationships by providing innovative value-added and strategic products to our key clients.
2) Building local and international scale in key geographic markets by continuing to attract high quality clients.
3) Implementing broad and customised/structured product capabilities in liaison with the Structured Products team.
4) Develop key relationships with targeted clients by intensive marketing of DBSA product offerings.
6. Build relationships, networks and collaborate with external stakeholders, partners and clients to position DBSA as the ‘go-to’ Bank for infrastructure development opportunities and to initiate viable programmes and projects.
7. Develop annual client plans for key clients in business unit, including sales forecast and key initiatives.
8. Work closely with the Project Preparation division to facilitate project preparation, scoping, feasibility studies and business plans with the intention of closing investment deals.
9. Collaborate with the Infrastructure Delivery division to originate business for infrastructure delivery and maintenance services.
10. Work closely with the Transactions division to take deals to financial close and disbursement.
11. Work with the Portfolio management unit to monitor client relationships on an ongoing basis.
12. Develop an in-depth knowledge of the political landscape regions/sectors/clients and partners serviced and leverage such insights/knowledge across other regions/sectors and clients for business benefit.
13. Make appropriate credit, market and regulatory decisions to secure the DBSA’s financial and reputational strength that enables value add to our clients.
14. Allocate appropriate resources to support deals and conduct reviews and lessons learnt on losses
15. Continuously research and analyse the clients’ business context, operations and financial performance in search of new opportunities.
Management of the Budget for the unit
1. Prepare and provide documentation/reports for EXCO and Board(s) decision making where applicable.
2. Present at deal Committees where applicable as and when required.
People Management
1. Provide direction and management to the direct reports to enable the execution the strategy and manage their portfolios effectively.
2. Attract, retain, and develop top-calibre talent. Develop and maintain sufficient depth in all critical functions, minimizing "key-man" risk.
3. Optimise skills usage within the unit and Division.
4. Accountable for performance management of all direct reports, managing their performance in relation to quality standards and agreed benchmarks and objectives, focusing on all aspects of sound people management.
5. Develop the skills and abilities of all team members, with the result that they perform to at their highest potential and optimize their current and future job performance.
6. Proactively support the bank's diversity strategies and initiatives.
7. Contribute to building synergies and cooperation across functions in the DBSA.
8. Promote DBSA values and a culture of High Performance within the Unit and Division.
Key Measurements of Outputs
1. Value and number of project approvals, commitments and disbursements.
2. Value and number of projects prepared and committed for DBSA approval.
3. Value and number of funds under management secured (Infrastructure Delivery business).
4. Value of infrastructure catalysed
5. Quality of asset/loan book (e.g. NPL ratio).
Client service rating.
1. Annual client plans developed for all key clients
Demonstration of thought leadership and a recognised expert in area of responsibility
2. Partnerships established to promote DBSA as a leader in infrastructure development and generate deal flow
Key Internal Liaison Relationships
1. Executives – CIO, Coverage, Transacting, Project Preparation, Infrastructure Delivery, Treasury.
2. DBSA Committees, e.g. Deal screen, Investment Committee, Asset/Liability Committee.
3. Management and staff – Risk, Project Preparation, Transacting,
4. Infrastructure delivery, Treasury, Finance,
5. Financing Operations.
Key External Liaison Relationships
1. Government entities – National, Provincial, Local, Sovereigns.
2. Investment partners – commercial, DFIs.
3. Service providers – e.g. EPCs, advisors, O&Ms.
4. Knowledge partners – Universities, think tanks, local/international organisations.
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| REQUIREMENTS FOR THIS JOB |
EXPERTISE & TECHNICAL COMPETENCIES
Minimum Requirements
1. A post graduate qualification or equivalent in Business, Finance or Economics (e.g. MBA, MSc).
2. A minimum of 8 years’ experience at a senior management level; at least 6 years’ experience managing a team.
8-10 years demonstrable experience at a senior level in Client
3. Coverage (DFI, Banking or Investment environment).
4. Knowledge of investment products and services, e.g. balance sheet/corporate loans, project finance structures, early stage/venture investing.
5. Evidenced experience in Strategic Planning and Management.
Comprehensive knowledge of the financial and regulatory environments within relevant sector and/or geography.
6. In depth knowledge and understanding of infrastructure market, financial markets and the macro landscape.
7. Seasoned and well networked ‘Relationship Manager’ with experience in building strong partnerships with external stakeholders, partners and investors in South Africa and Africa for business benefit.
8. Demonstrable experience in identifying client challenges and playing an active part in finding innovative solutions.
9. Experienced communicator and negotiator (expertise at senior level).
10. Strong negotiation skills with the ability to close deals.
11. Proven experience in working with snr stakeholders in highly political environments in South Africa and the rest of Africa.
12. Flexibility to be redeployed to a similar role within another sector/geography within the Division, based on business requirements.
Desirable Requirements
1. A post-graduate qualification such as a CA, CFA or MBA
2. Financial Modelling knowledge and application experience
TECHNICAL COMPETENCIES
Risk Identification & Assessment skills
1. Advises on applicable aspects of risk identification and assessment.
2. Assesses and links short-term tasks in the context of long-term business strategies or perspectives.
Business Development
1. Takes overall lead for pro-active business development at national and international level.
2. Initiates, reviews and interprets competitor environment reviews and take actions accordingly.
3. Formulates and modify market approaches on the basis of competitor analyses.
4. Leads the formulation, development and implementation of the business development strategy to generate new business opportunities in public and private sector delivery of infrastructure.
5. Identifies and develop new markets, products and clients.
6. Leads the participation and presentation of an organisation at investment conferences and roundtable discussions.
7. Coordinates business activities to ensure that investment initiatives are in support of government BEE strategies, broader national and regional economic development strategies.
8. Promote compliance and alignment with the strategic imperatives of both individual clients and the organisation of investment and development interventions.
9. Builds capacity to coordinate, control and manage the activities and efforts required for the implementation of the plan.
10. Builds capacity to conduct project origination exercises.
Business Acumen
1. Deep understanding of commercial drivers and is able to take decisions based on an assessment of alternatives concerning complex business situations.
2. Deep understanding of economic priorities of South Africa and Africa and how they can be implemented to meet an organisations strategic objectives.
3. Deep understanding of the need to coordinate efforts with many government entities, private sector, community groups and individuals to ensure effective implementation of new policies and regulations.
4. Takes actions to fit business strategy.
5. Assesses and links short-term tasks in the context of long-term business strategies or perspectives.
6. Reviews own actions against the organisation’s strategic plan; includes the big picture when considering possible opportunities or projects or thinks about long-term applications of current activities.
7. Anticipates possible responses to different initiatives.
8. Understands the projected direction of the industry and how changes might impact the organisation.
Strategic Planning
1. Ability to analyse business trends, implications and options to devise holistic and long term strategic plans as well as execute the required change is essential to meet an organisations objectives and future goals.
2. Establishes challenging, attainable goals and objectives based on a customer focus perspective.
3. Looks to the future with a broad perspective.
4. Ensures performances measures are in place to monitor progress and assess accomplishments and achievement of strategic goals and objectives.
5. Develops initiatives to achieve goals and objectives.
6. Articulates the vision and plans to others.
Deal Origination
1. Identify, conceptualize and structure projects and opportunities and develop new and alternative financing mechanisms.
2. Formulate and develop new and alternative financing mechanisms and concepts that can be replicated elsewhere within and outside SA.
3. Conceptualise and develop innovative funding instruments (equity, venture capital, mezzanine, debt, securitisation of projects, etc.) to finance infrastructure that would otherwise not be possible relying on the market only to develop and propose these investment opportunities.
4. Proactively develop impact concepts to take to the market.
5. Leads and mentors project teams.
6. Formulate new products.
Project Management
1. Defines, plans and manages large and/or strategic projects, including those with a high degree of technical
complexity, with impacts across the organisation and/or with national implications.
2. Assembles and leads diverse and multi-disciplinary teams, ensuring maximum effective resource utilisation.
3. Successfully manages substantial project budgets, and reports directly to senior managers on the progress and results of projects.
4. Identifies complex issues that need escalation and proposes appropriate corrective actions.
Planning & Organizing
1. Coaches others on advanced planning and organising skills.
2. Plays a role in transferring advanced planning and organising skills and knowledge to others.
3. Identifies and acts on opportunities to partner with other units in the department to achieve desired results.
4. Develops partnership agreements that ensure win-win outcomes for all parties.
5. Develops integrated plans for the work unit and others that interfaces with the function’s budget.
Financial Acumen
1. Makes sound financial decisions after having analysed their impacts on the organisation, partner agencies, and community.
2. Effectively prepares budgetary submissions and forecasts for own department.
3. Knows the internal and external factors that impact on resource and asset availability.
4. Is able to interpret management account reports in an operational/commercial context and take action as appropriate to maximize revenues and control costs.
Reporting & Communication
1. Designs, reviews and improves reporting processes and provides guidance.
2. Leads production of complex environment reports, takes an editorial role, determines content and level of detail, and ensures consistent messaging and branding.
3. Is relied on by others to help them write complex technical and non-technical documents and briefs.
4. Is able to determine which aspects of this knowledge area need to be transferred to others in order to achieve organisational goals.
5. Coaches others and transfers communication skills and knowledge to others.
6. Able to communicate complex problems or concepts, by making them simple and understandable for others.
7. Adapts language to the level of the audience in order to ensure that the message has a positive impact and is interesting to the audience.
8. Is articulate, demonstrates a wide range of vocabulary, and is confident when talking to large/high level audiences.
Presentation Skills
1. Knows how to deliver arguments persuasively by employing a range of advanced presentation techniques (e.g. the appropriate use of body language, how to close a presentation so that the audience continues to think about the subject matter etc.).
2. Has knowledge of various feedback mechanisms to check levels of audience understanding.
REQUIRED PERSONAL ATTRIBUTES
LEADERSHIP/BEHAVIOURAL COMPETENCIES
Leading & Empowering Others
1. Identifies long-term goals for the team and communicates them to team members, ensuring their buy-in.
2. Sets a good example by personally exercising desired behaviour; acts on values and beliefs.
3. Communicates a vision for the team and future success that inspires team members.
4. After assessing others’ competence, delegates authority and responsibility to others to do a task in their own way.
5. Ensures that competent employees are given opportunities to further their careers.
Leading & Managing Change
1. Anticipates the need for change when not obvious and influences others to gain support. Builds sustainable business and organisational capacity to embrace and thrive on change.
2. Re-engineers and aligns structures, processes and practices to support and sustain the desired change.
Strategic & Innovative Thinking
1. Understands connections and trade-offs of strategic choices to evaluate which ideas are practical and possible by considering business and/or scientific implications.
2. Develops innovative business and/or customer solutions that shape industry practices.
Teamwork & Cooperation
1. Acts to promote a friendly climate and good morale, and resolves conflicts.
2. Creates opportunities for cross-functional working.
3. Encourages others to network outside of their own team/department and learn from their experience.
Developing Others
1. Gives specific positive or mixed feedback for developmental purposes.
2. Gives negative feedback in behavioural rather than personal terms.
3. Reassures and/or expresses positive expectations for future performance when giving corrective feedback.
4. Gives individualised suggestions to individuals for their improvement.
Driving delivery of results
1. Identifies and implements a business opportunity that will have a long-term impact on the business (which may include the organisation’s reputation or brand image). Monitors progress and adapts the plan if necessary to ensure optimal benefit to the business.
2. Makes decisions, sets priorities, or chooses goals on the basis of inputs and outputs: makes explicit considerations of potential profit, return on investment, or cost benefit analysis.
3. Based on the cost-benefit analysis, makes decisions of entrepreneurial risk nature.
Decisiveness (High Performance, Service Orientation)
1. Makes timely decisions about complex issues even when some information is missing.
2. Makes decisions and stands by them even when they are controversial or unpopular. Grasps critical business opportunities when they arise by making timely decisions.
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English 
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