Business Excellence Champion

Business Excellence Champion (BE Champion)

Company Overview

We are a leading independent telecoms infrastructure company, with one of the most extensive tower portfolios across Africa and the Middle East. Our business model promotes tower
infrastructure sharing and enables mobile network operators (MNOs) to deliver mobile connectivity more quickly, reliably, cost-effectively and with a lower carbon footprint. In turn,
this supports the expansion and quality of mobile connectivity, driving sustainable development in our markets.

What We Do

We build, acquire, lease-up and operate telecommunications towers that can accommodate and power the needs of multiple tenants. Our tenants are the major Mobile Network Operators (MNOs) and we serve them across high-growth markets. Our purpose, mission and sustainable business strategy are underpinned by our values of integrity, partnership and excellence.

Role Purpose
Reporting to the Maintenance Manager, the Business Excellence Champion (BE Champion) drives operational maturity, standardisation and continuous improvement across the assigned region/zone(s). The role uses the SOC operating system (data, dashboards and workflows) to identify performance gaps, improve process discipline and ensure consistent application of standards that protect uptime, improve SLA delivery and reduce avoidable OPEX. The BE Champion does not execute field work directly. Maintenance Partners (MPs) and field teams deliver site activities, while the BE Champion enables high-quality execution by embedding best practices, running governance routines, coaching stakeholders and ensuring
compliance with agreed processes (e.g., work order lifecycle discipline, evidence quality and audit readiness).

Key Performance Areas and Responsibilities

1. Business Excellence Program Leadership
 Own and drive the Business Excellence (BE) program in the region/zone(s), ensuring clear priorities, action plans and measurable benefits.
 Embed standard work and operational routines to ensure consistent execution quality and disciplined follow-through.
 Identify performance and process gaps through data and field feedback, and translate them into structured improvement initiatives.
 Promote a continuous improvement culture across internal teams and maintenance partners, ensuring improvements are sustained (not one-off fixes).

2. Operational Performance Analytics and Cross-Zone Governance
 Use SOC platforms and dashboards (e.g., ICCP/WFM/RMS reporting) to monitor performance trends across zones (availability, MTTR, repeat faults, plan adherence and work order quality).
 Analyse cross-zone performance data to identify leading indicators of SLA breach risk, chronic incident patterns and execution inefficiencies.
 Produce concise, action-oriented governance packs (weekly/monthly) that drive decisions, accountability and closure of actions.
 Support escalation management by structuring problem statements, clarifying facts/evidence, and coordinating cross-functional interventions with SOC, Planning, Engineering and Maintenance.

3. Process Excellence and Digital Compliance (One Team One Business (OTOB), Data Quality and Evidence)
 Promote and reinforce OTOB methodology and end-to-end work order lifecycle discipline (creation, dispatch, execution, evidence and closure).
 Drive improvements to work order closure quality (evidence completeness, accuracy, geo/time integrity, and auditability) through coaching, spot checks and corrective actions.
 Ensure consistent adoption of approved tools, templates and reporting standards; reduce manual workarounds that erode data integrity.
 Identify repetitive failure points in processes (e.g., delayed closures, poor evidence, rework drivers) and implement preventative controls.

4. Operational Maturity, 5S, OCAT and Audit Readiness
 Implement and audit 5S across offices, warehouses and operational environments; track findings and closure of actions.
 Coordinate OCAT (operational maturity) assessments, support action plan development, and track maturity uplift across the region/zone(s).
 Drive timely closure of open audit items (Customer, SHEQ, Operations) and ensure audit readiness through structured follow-up and evidence management.
 Support SHEQ excellence by reinforcing compliance routines, participating in safety audits and ensuring corrective actions are closed on time.

5. Financial Discipline, Value Delivery and Cost Efficiency
 Support budget and cost governance by tracking improvement initiatives that reduce avoidable OPEX (e.g., repeat visits, rework, spares leakage, inefficient scheduling).
 Facilitate OPEX reduction projects using structured problem solving (Lean / Six Sigma methods), ensuring delivery to scope, timeline and expected benefits.
 Contribute to CAPEX vs OPEX decision support by helping compile evidence packs (failure history, risk, lifecycle cost) to support justified investment decisions.
 Ensure compliance with procurement, delegated authority and financial control processes in all BE-driven initiatives.

6. Resource, Inventory and Asset Governance Support
 Support inventory process discipline by reinforcing warehouse controls (minimum stock levels, stock accuracy, controlled issues/returns) and closure of variances.
 Support asset governance routines including periodic asset verification follow-up and update discipline in approved systems (e.g., RedCube or asset registers where applicable).
 Promote good fleet and tools readiness practices with maintenance partners by reinforcing standards, compliance requirements and action tracking.

7. Stakeholder Management, Coaching and Change Enablement
 Work closely with Maintenance Managers/MSMs, SOC leadership, Planning, Engineering, Projects, SHEQ, Security and Finance to align improvement priorities and unblock execution
constraints.
 Coach and influence maintenance partners and internal stakeholders to adopt standard work, improve compliance and strengthen execution discipline (without direct line
authority).
 Facilitate best-practice sharing across zones and support onboarding/training on BE routines, templates and operational governance expectations.
 Support customer governance indirectly by preparing accurate evidence packs, narratives and improvement plans when required. Key Performance Indicators (KPIs)
 OCAT maturity uplift (baseline vs target) and closure of OCAT action plans.
 5S audit score and closure time of 5S findings.
 Work order closure quality and evidence completeness (auditability score).
 Reduction in repeat/chronic incidents and reduction in rework drivers linked to process improvement actions.
 Improvement in SLA performance trends supported by BE initiatives (availability, MTTR, adherence to plan).
 OPEX savings/value delivered through improvement projects (validated benefits).
 Audit closure time (Customer/SHEQ/Operations) and reduction in repeat audit findings.
 Digital adoption and data quality compliance across operational processes (reduced manual workarounds).

Requirements for the Role
 Degree (B.Sc.) or Diploma in Engineering, Operations Management, Business, or a related
discipline (telecoms infrastructure context preferred).
 3 years’ experience in operations, maintenance services, performance management,
process excellence or continuous improvement roles.
 Strong understanding of operational governance, SLA-driven service delivery and partner
performance management.
 Proven ability to use data/dashboards to identify issues, prioritise actions and track closure
(advanced Excel skills are an advantage).
 Working knowledge of Lean / Six Sigma tools (Green Belt certification is an advantage).
 Strong command of Microsoft Office tools (Word, Excel, PowerPoint, Outlook).
 Ability to travel regularly within the assigned region/zone(s); availability for support during
critical operational events as required.
 Working knowledge of English and French is an advantage.

Skills and Behaviours
 Strong analytical and problem-solving skills; structured thinker able to translate data into clear actions.
 Facilitation and influencing skills; able to drive adoption and compliance without direct authority.
 Disciplined follow-through and action closure; strong attention to detail and evidence quality.
 High integrity, strong compliance mindset and commitment to SHEQ and security standards.
 Confident communicator; able to create simple, credible performance narratives for multiple stakeholders.
 Continuous improvement mindset; comfortable challenging the status quo and standardising best practices.