Jobs Available at Ignition Group

Description

Technical Direction and Design

• Designs and maintains reusable infrastructure-as-code modules across both cloud platforms, within the architecture standards set by the Group Architect.
• Determines the technical approach for assigned work, including environment separation, state management and change review.
• Brings unmanaged cloud resources under code, mostly by replacing them during modernisation rather than retrospective cleanup.

Delivery and Service Operations

• Builds and maintains deployment pipelines with plan-on-pull-request, apply-on-approval, environment gates and required reviewers.
• Uses federated workload identity in place of stored credentials, without exception.
• Maintains the container build and image supply chain: registries, scanning, base image currency.
• Operates the platform services the team builds, including monitoring, capacity, patching, backup verification and recovery testing.
• Participates in incident response, including a support rotation, and turns causes into changes that prevent recurrence rather than detect it sooner.
• Supports migration and modernisation of workloads: containerising, re-hosting or retiring.

Governance, Risk and Compliance

• Implements preventative policy controls that deny genuinely dangerous configurations and audit the rest.
• Enforces naming and mandatory tagging, including the ownership tag without which nothing deploys.
• Implements least-privilege access using managed identities, and removes standing privileged access.
• Remediates security and resilience weaknesses within agreed severity timeframes.

Stakeholder and Business Partnering

• Works with business technology leads to understand requirements and plan modernisation, with priorities set through the Cloud Team Lead.
• Provides the cloud foundation to engineering teams as documented, consumable interfaces so that application templates bind to it without negotiation.
• Supports Information Security with findings validation and compliance evidence.

Continuous Improvement and Innovation

• Removes categories of manual work rather than absorbing them. Operational toil should fall over time, not rise with the size of the estate.
• Consolidates duplicated tooling, pipelines and control planes.
• Builds cost visibility and drives measurable reduction.
• Uses AI assistants as real delivery leverage while remaining accountable for reviewing generated infrastructure code before approval.

People Leadership

Not applicable: individual contributor role. (Cluster removed per template instruction.)

Requirements

• A relevant tertiary qualification is advantageous
• Certifications such as AZ-104, AZ-400, AWS Solutions Architect Associate or CKA are useful supporting evidence, not a substitute for demonstrated work.

Essential

• 3 to 5 years in a cloud engineering, DevOps or platform role on production systems, with both build and operational responsibility.
• Strong Terraform, having authored reusable modules and managed remote state. Not limited to running pipelines someone else wrote.
• Genuine production depth in one major cloud platform, with real ownership of live workloads. The appointment must cover whichever platform the central cloud team does not already hold, confirmed at the point of hiring.
• Working knowledge of a second cloud platform, and evidence of having learned a platform to depth before.
• Production Kubernetes, able to deploy and diagnose workload failures independently.
• Has authored CI/CD pipelines, in any major system.
• Incident response experience, including a support rotation.
• Networking and cloud identity fundamentals: virtual networks, routing, security groups, DNS, TLS, private connectivity, managed identities, role-based access and federated authentication.
• Docker, Linux and scripting in Bash or Python.

Advantageous

• Policy-as-code and infrastructure security scanning Open Telemetry and a modern observability stack  serverless and managed container services · CDN and web application firewall platforms  managed database services  cloud cost management and FinOps  regulated environment experience such as PCI-DSS, POPIA or ISO 27001 formal change, incident and problem management.

SKILLS AND CAPABILITIES

• Infrastructure as code at module level, including state, drift and safe refactoring across environments and platforms.
• Production cloud engineering: owns live workloads and understands service limits, failure modes and cost implications.
• Secure pipeline design with meaningful gates, federated identity and artefact promotion, rather than scripts that deploy.
• Incident diagnosis under pressure: restore first, establish cause second, then change something so it does not recur.
• Network and connectivity diagnosis end to end, across routing, name resolution, security rules and private connectivity.
• Identity and secrets engineering, removing standing access and credentials held in code.
• Critical review of AI-generated infrastructure code, particularly in permission scoping, policy definition and private networking where generated code is characteristically wrong.
• Documentation others actually use.

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Description

Technical Direction and Design

Software architecture (primary focus)

• Owns domain boundaries and the decomposition of large service estates, and consolidates concepts that have been built more than once.
• Owns the standards for API and event contracts, including versioning, deprecation and schema ownership.
• Owns the data position: which system owns what, how it is reached across boundaries, and how personal information is protected.
• Owns the sanctioned technology set and its lifecycle, agreed with the Heads of Technology.
• Decides where business rules and process orchestration belong, and stops competing engines accumulating.
• Sets the approach for correctness-critical systems, for designing at scale, for building many products on shared foundations, and for isolating third-party failure.

Cloud and platform architecture

• Owns the target platform architecture and the identity, secrets, observability and resilience standards the central cloud team delivers against.
• Owns the group cloud position: where the estates converge, and where they stay different.

Delivery and Execution

• Builds reference implementations and proofs of concept, in application code as well as infrastructure.
• Reviews application and infrastructure changes with technical authority, including sitting with a team to refactor a boundary.
• Sets and approves the standards the group's application templates must meet. The development function builds the templates.
• Works in the group's delivery model, where AI assistants produce much of the code and humans are accountable for review.

Governance, Risk and Compliance

• Keeps the group-mandatory standard set deliberately small (Section 5) and justifies anything added to it.
• Owns the quality model: automated scanning is the hard gate, AI-assisted review is a quality pass, and AI is never the sole approval.
• Designs to POPIA, PCI-DSS and ISO 27001 obligations, with controls built into templates and the platform rather than relying on discipline.
• Treats cost as a design input and tests expensive choices against doing nothing.

Stakeholder and Business Partnering

• Convenes the group architecture forum with the Heads of Technology and business technology leads, where group standards are agreed rather than announced.
• Works with Heads of Technology as peers, winning adoption on merit and respecting that business units differ in domain, regulation and history.
• Presents architecture to leadership with options, cost, risk and a recommendation.
• Partners with Information Security, which supports the architecture function without owning delivery.

Continuous Improvement and Innovation

• Treats friction in the developer experience as an architectural defect, and acts on builder feedback.
• Drives down duplicated capability and technology version spread.
• Raises architectural capability across the engineering group.
• Evaluates new technology against what the group can realistically operate.

People Leadership

Not applicable: individual contributor role. (Cluster removed per template instruction.)

Requirements

• A relevant tertiary qualification is advantageous
• Architecture certifications such as TOGAF are neither required nor a differentiator.

Essential

• 10 or more years in software engineering, including substantial hands-on development.
• At least 2 years operating at architecture level, whatever the job title said. Staff and principal engineers who have owned architecture for a multi-team estate qualify. What matters is the evidence: has led a domain decomposition on a live system, and has set standards that teams outside their reporting line actually adopted.
• Deep distributed systems and application architecture: domain decomposition, service boundaries, API and event contract design, and data ownership.
• Event-driven architecture at estate scale, with experience of more than one paradigm. The group runs several in parallel and they need reconciling.
• Production depth in .NET, Java or Go, enough to review service code credibly and refactor a boundary alongside a team.
• Cloud architecture depth, including identity, secrets and least-privilege design, with enough multi-cloud literacy to form a group position.
• Currently hands-on in application code and infrastructure.
• Has modernised a legacy estate in practice, not only planned one, and can say what went wrong.
• Builds agreement across teams that do not report to them.

Advantageous

• Domain-driven design on a large estate · more than one of .NET, Java and Go breadth across correctness-critical, high-scale consumer and process-driven systems Kubernetes and managed container platforms at design level OpenTelemetry and observability strategy  PCI-DSS, POPIA or ISO 27001 experience South African market context  public writing, talks or open source.

SKILLS AND CAPABILITIES

• Domain decomposition that produces boundaries teams can actually work to.
• Contract design for APIs and events, with a clear position on versioning, delivery semantics, ordering and replay.
• Correctness-critical design where being wrong costs money or breaches a regulation: idempotency, reconciliation, auditability.
• Designing for scale and integration load: read paths, caching, edge delivery, and isolating third-party failure.
• Data architecture and ownership, including protecting personal information by design.
• Hands-on technical authority across application code and infrastructure, credible enough that engineers accept the review.
• Designing for AI-assisted delivery, and reliably spotting generated output that is plausible but wrong.
• Winning agreement without authority, and explaining trade-offs to leadership clearly.

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Description

• Sales performance management: Translate approved sales targets into daily and weekly plans, monitor team and individual performance, and implement timely interventions where targets are at risk.
• Quality assurance and coaching: Monitor calls and QA outcomes, coach agents on specific, evidenced sales behaviours, document coaching and improvement actions, and follow up on progress.
• Sales process and compliance adherence: Ensure agents follow approved scripts, required disclosures, accurate information capture and agreed DebiCheck mandate procedures. Escalate suspected mis-selling, irregular mandates or dishonesty to the relevant function.
• QA referral management: Ensure high-risk referrals are actioned within 24 hours and all other referrals within 48 hours, escalating material or unresolved matters.
• Floor and workforce operations: Manage daily floor operations, attendance, punctuality, breaks, system status and schedule adherence. Workforce Management retains responsibility for schedule design.
• Lead and dialler management: Monitor lead allocation, consumption and dispositioning, as well as dialler capacity and paid-hour utilisation.
• Performance reporting and administration: Maintain accurate sales, QA, coaching and mandate-related records; submit daily, weekly and monthly reports within agreed deadlines; and validate commission and incentive qualification, referring adjustments affecting the Team Leader’s own earnings to the Operations Manager.
• Performance and conduct management: Address performance gaps and conduct fairly and promptly, maintain documented coaching records, initiate performance improvement and first-line disciplinary steps in line with Group HR policy, and escalate matters beyond delegated authority.
• People development and retention: Recognise and retain strong performers, identify development and succession candidates, and provide input on recruitment, training needs and resource requirements.
• Operational collaboration and improvement: Work with Training, QA, Compliance, HR, IT, Operations and Workforce Management to resolve performance, quality, systems and people-process issues, and recommend process improvements to the Operations Manager — Distribution & Product.
• Regulatory and contact activity adherence: Ensure contact activity follows applicable CPA direct-marketing requirements and National Opt-Out Registry obligations, and validate Do Not Contact dispositions.

Requirements

• Matric / Grade 12 — Required.
• Relevant leadership, contact centre or sales qualification (NQF 4–5) — Advantageous.

Professional Certifications

• FAIS-recognised qualification / RE5 — not a Team Leader requirement on the information supplied; FAIS supervision is performed by the designated FAIS Supervisor.

Experience

• 3+ years’ experience in a contact centre sales environment — Required.
• At least 18 months as a Team Leader or Supervisor in a contact centre sales environment, managing 15 or more agents — Required. Demonstrated delivery of team sales targets, call monitoring, quality assurance and formal performance management. Strong computer literacy in dialler/contact centre systems, CRM, Excel, Outlook, Teams and reporting tools. Financial services or insurance contact centre experience and working knowledge of FAIS, TCF, POPIA and CPA direct-marketing obligations are advantageous.

SKILLS AND CAPABILITIES

• Sales performance management — reads sales reports, identifies performance gaps and takes action within the reporting period.
• Coaching to behaviour change — evaluates calls, identifies behaviours affecting sales quality and records measurable follow-up.
• Quality assurance and mandate integrity — understands QA findings and ensures DebiCheck mandates follow the agreed process.
• Compliance and conduct discipline — recognises sales-process risks and escalates matters outside delegated authority.
• Difficult conversations — addresses underperformance, attendance and conduct fairly and promptly.
• Data literacy and reporting accuracy — interprets available sales and QA reports and produces reliable reporting.
• Resilience and composure — maintains standards during target pressure and changing team dynamics.
• Ethical judgement — balances sales delivery with customer interests and adherence to approved processes.