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ROLE PURPOSE

• The Executive Personal Assistant provides professional, confidential and proactive executive support to multiple Executive Committee (Exco) members. The incumbent acts as a trusted business partner, ensuring the effective management of executive calendars, governance activities, reporting requirements, procurement administration, business communications, travel coordination, stakeholder engagement and operational priorities. 
• The role enables Exco members to focus on strategic leadership by ensuring seamless administrative, organisational and coordination support across internal and external stakeholders. The Executive Assistant contributes to the efficient functioning of the Executive Office and supports the achievement of Nexio's business objectives through effective planning, reporting, governance and operational excellence.

ROLE REQUIREMENT

• Provide comprehensive administrative support to multiple Exco members.
• Manage complex calendars, appointments and scheduling conflicts.
• Screen and prioritise telephone calls, emails and correspondence.
• Coordinate meeting requests and stakeholder engagements.
• Arrange Exco, management and stakeholder meetings.
• Prepare agendas, presentations and supporting documentation.
• Attend meetings and compile accurate minutes and action logs.
• Track and follow up on actions and decisions to completion.
• Consolidate weekly, monthly and quarterly executive reports.
• Develop presentations, dashboards and executive summaries.
• Gather information from business units for Exco reporting.
• Ensure reporting deadlines are met and information is accurate.
• Raise purchase requisitions and purchase orders in accordance with company processes.
• Follow up on procurement requests and approvals.
• Process vendor invoices and monitor payment status.
• Maintain records of purchases and expenditure for the Executive Office
• Coordinate local and international travel arrangements.
• Manage flight, accommodation, transport, visa and forex requirements.
• Prepare detailed travel itineraries.
• Coordinate executive conferences, customer engagements and company events.
• Act as a central point of contact for executives.
• Engage professionally with customers, vendors, partners and employees.
• Draft correspondence, communications and executive announcements.
• Maintain strong relationships across all business areas.
• Maintain accurate filing systems, contracts and executive documentation.
• Manage confidential information and records securely.
• Ensure version control and document retention standards are maintained.
• Support special projects and strategic initiatives.
• Coordinate activities between Exco members and departments.
• Monitor progress on deliverables and key actions.

PROFESSIONAL COMPETENCIES

• Advanced Microsoft Office (Excel, PowerPoint, Word, Outlook, Teams)
• Reporting and Dashboard Preparation
• Procurement Administration
• Business Writing and Correspondence
• Meeting and Governance Administration
• Travel and Event Coordination
• Budget Monitoring and Invoice Processing
• Records and Information Management
• Project Coordination
• Stakeholder Management

QUALIFICATIONS & EXPERIENCE

• Grade 12 / Matric.
• Diploma or Certificate in: Office Administration, Secretarial Studies, Business Administration, Executive Assistance, Related Business Qualification
• 5–7 years' experience as an Executive Personal Assistant supporting senior executives.
• Experience in procurement administration and invoice processing.
• Experience preparing executive reports, presentations and management packs.
• Experience arranging local and international travel.
• Experience within ICT, technology, telecommunications, managed services or professional services environments will be advantageous.

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ROLE PURPOSE

• The Service Delivery Manager is accountable for the operational and commercial integrity of assigned client contracts — owning service outcomes, not tasks. This role exists to ensure that contracted service commitments are delivered predictably, that risk to service stability is identified and contained before it reaches the client, and that the relationship between Nexio and the client is built on demonstrated control rather than reported activity.
• The SDM is the single point of accountability for translating contractual and SLA commitments into operational reality — owning the health of the client relationship, the financial performance of the contract, and the stability of the service, simultaneously.

What This Role Owns (Outcome Commitments):

• Service Stability — Predictable, low-volatility service delivery within SLA/KPI commitments, evidenced through governed reporting, not anecdotal assurance.
• Contract & Commercial Integrity — Protection against under-recovery; utilisation and effort tracked against what is billed, with variances surfaced early, not discovered late.
• Risk Containment — Identification and pre-emptive management of at-risk conditions before they convert into incidents or client escalations.
• Client Trust — Continuous demonstration of control through structured engagement, transparent reporting, and disciplined change governance — never "evidence of activity" presented as "evidence of control."
• Team Capability & Capacity Management — Ensuring the delivery team has both the capacity (headcount/hours) and capability (skills/tools) to meet commitments.

What Success Looks Like:

• A client contract under this role's ownership shows no unmanaged risk, stays within SLA/utilisation tolerances, and generates no surprises at ExCo or client-review level. Escalations, where they occur, are met with pre-existing containment plans — not reactive scrambling.

ROLE ACCOUNTABILITIES / KEY ACTIVITIES

Service Stability & SLA Performance
Accountable for: Predictable, within-tolerance service delivery across all assigned client environments, evidenced through governed reporting.

• Monitor and report SLA performance (availability, MTTR/MTTA) against contracted targets, escalating breaches or trend deterioration before they become client-visible issues
• Contribute to Major Incident war rooms for assigned accounts; own post-incident RCA delivery to the client within agreed timelines
• Distinguish and manage Incidents (immediate disruption) separately from Problems (root cause); ensure Problem Management tickets are not closed prematurely under incident resolution
• Maintain and defend the client-facing service health view (RAG status) — no raw data presented without business-impact interpretation.

Contract, Commercial & Margin Integrity
Accountable for: Protecting contract profitability and flagging under-recovery before it erodes margin.

• Track utilisation against the commercial model for each contract (e.g. actual vs assumed effort); surface variance as a margin risk, not an operational footnote
• Own the commercial health of the contract in partnership with Commercial/Finance teams — flag over-servicing, scope creep, and effort delivered outside billed terms
• Validate that resourcing on the account reflects what was commercially sold; escalate mismatches rather than absorbing them silently
• Support renewal, uplift, and gain-share/at-risk conversations with defensible service performance evidence

Change Governance & Risk Containment
Accountable for: Ensuring no change activity introduces uncontrolled risk to a live client environment.

• Enforce formal Change Management for all activity affecting client environments — no unmanaged or undocumented changes, regardless of urgency
• Validate maintenance activities against each client's approved maintenance window, business calendar, and SLA commitments before submission
• Ensure rollback plans, dependency checks, and on-call coverage are in place for every change with client-facing risk
• Maintain a live risk register per account; every entry classified explicitly as confirmed risk, assumption, or contained/mitigated — never blended

Client Relationship & Trust Management
Accountable for: The client's confidence in Nexio's control of their environment — not just delivery of the service itself.

• Run structured client service reviews (cadence sessions) — health and risk stated, ensure no chronological log-dumping
• Own escalation management end-to-end: contain, communicate, and close the loop with the client without overpromising or minimising
• Manage At-Risk/Recovery, lead trust-recovery engagement with zero fluff — demonstrated control and measurable progress, not narrative reassurance
• Anticipate stakeholder interpretation, manage tone and framing with ExCo visibility in mind.

Team Capacity, Capability & People Leadership
Accountable for: Ensuring the delivery team has both the capacity and capability to meet contracted commitments — and is managed as a human system, not a resource pool.

• Plan shift, rotation, and shrinkage buffers against realistic (not assumed) demand; flag capacity gaps before they manifest as SLA breaches
• Identify capability gaps (skills/tools/design) separately from capacity gaps (headcount/hours) — the two are never treated as interchangeable
• Manage team performance and wellbeing proactively; surface burnout or attrition risk before it becomes a delivery risk
• Escalate people-related structural issues (e.g. PIP cases) through proper HR engagement and provide reporting on outcomes to EHOD Service Management

Governance, Compliance & Reporting
Accountable for: Audit-ready, ISO-aligned process discipline across the account portfolio.

• Maintain documentation and evidence trails sufficient to withstand internal and external audit
• Ensure POPIA compliance in all client data handling and reporting
• Produce ExCo/leadership-ready account reporting on request.

QUALIFICATIONS & EXPERIENCE
Minimum Qualifications:

• Bachelor's degree in information technology, Business Management, or a related field (essential)
• ITIL 4 Foundation certification (essential); ITIL 4 Managing Professional or Practice Manager stream (Service Management, or Support & Fulfilment) strongly preferred
• ISO awareness or working exposure — advantageous

 Minimum Experience:

• 5–8 years in a Service Delivery Management, Account Management, or Service Management role within an IT/Telecommunications Managed Services environment (non-negotiable — generalist IT management experience without MSP exposure will not translate to this role's demands)
• Demonstrated experience owning SLA -governed contracts, including direct accountability for MTTR/MTTA performance and client-facing reporting
• Proven track record managing Major Incidents end-to-end — war room coordination, escalation management, and RCA delivery to client stakeholders
• Experience operating within formal Change Management governance across multiple concurrent client environments (not single-site or single-system change control)
• Direct experience managing contract commercial performance — utilisation tracking, margin/under-recovery awareness, and effort-vs-billing reconciliation
• Demonstrated experience leading or managing delivery teams (size proportional to account portfolio) including shift/rotation planning, capacity/capability distinction, and performance management
• Experience managing client relationships at a stakeholder level that includes escalation ownership and trust recovery — not purely operational liaison
• Exposure to multi-client, multi-contract portfolio management is strongly preferred over single-client, single-environment experience

 Behavioral & Capability Requirements

• Demonstrated ability to hold commercial, operational, and relationship accountability simultaneously — this role does not separate "technical" from "commercial" thinking
• Evidence of structured, governed communication style (written and verbal) — ability to present a defensible position, not just status updates
• Ability to operate under pressure across multiple concurrent escalations without losing clarity of risk position
• Sound judgement in escalating people-related risk (performance, capacity) through proper channels rather than absorbing it informally
   

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ROLE PURPOSE

• The Service Desk Manager (Assurance) is accountable for the operational performance of the service desk function and for verifying that service desk delivery consistently meets documented process, quality, and SLA standards — not just that tickets are being closed. This role exists because a service desk can appear operationally healthy on volume and closure metrics while quietly failing on quality, first-time-fix, and process adherence — and those gaps only surface once they've already damaged client trust.
• The role owns the day-to-day management of the service desk team (triage, escalation discipline, shift coverage) alongside a formal assurance function — quality scoring, process adherence auditing, and coaching — that confirms the desk operates to the standard defined in SOPs, rather than to individual agent habit.

What This Role Owns (Outcome Commitments)

• Service Desk Operational Performance — L1/L2 ticket handling, triage accuracy, and escalation discipline within contracted SLA targets across the SDM's portfolio.
• Quality Assurance of Service Desk Delivery — Formal quality scoring and audit of ticket handling, categorisation accuracy, and adherence to documented process — not self-reported or assumed compliance.
• First-Time-Fix & Escalation Integrity — Minimising unnecessary escalation through agent capability and process discipline, while ensuring genuine escalations move without delay or misclassification.
• Process Adherence Verification — Confirmation that the service desk operates in line with SOPs maintained by the Business Analyst — surfacing drift between documented process and actual practice.
• Team Capability & Coaching — Agent-level coaching and development driven by assurance findings, closing the gap between individual performance and required standard.

What Success Looks Like:

• Service desk performance metrics (SLA, first-time-fix, escalation accuracy) and independently verified quality scores tell the same story. When quality is scrutinised — internally or by a client — the assurance evidence trail confirms consistent adherence, not isolated good performance masking systemic gaps.

ROLE REQUIREMENT

Service Desk Operational Management
Accountable for: Day-to-day operational performance of the service desk within contracted SLA targets.

• Manage L1/L2 shift coverage, rotation, and rostering against demand patterns and shrinkage buffers, escalating capacity gaps before they manifest as SLA breaches
• Own triage accuracy — ensuring tickets are correctly categorised and prioritised at first contact, not corrected downstream by L2
• Monitor and report SLA performance (response time, resolution time, availability) for the service desk function, distinguishing genuine breaches from data or categorisation errors
• Ensure escalation paths from L1/L2 into Major Incident processes are followed without delay or misclassification when genuine incidents arise

Quality Assurance & Process Adherence
Accountable for: Independently verifying that service desk delivery meets documented standard — not accepting closure metrics as a proxy for quality.

• Design and run a formal quality scoring framework for ticket handling — call/interaction quality, categorisation accuracy, documentation completeness, and resolution appropriateness
• Conduct scheduled and random-sample audits of closed tickets against SOPs maintained by the Business Analyst, identifying drift between documented process and actual agent practice
• Maintain quality assurance records to a standard that withstands client or internal audit — evidence of verification, not self-reported compliance
• Feed process adherence gaps back to the Business Analyst where SOPs themselves are found to be outdated or impractical, rather than only correcting agent behaviour

First Time-Fix & Escalation Discipline
Accountable for: Minimising unnecessary escalation while ensuring genuine escalations are never delayed or buried.

• Track and report first-time-fix rates at agent and team level, distinguishing capability gaps from process gaps as the root cause of low FTF performance
• Identify recurring root causes behind repeat tickets or unnecessary escalations, feeding findings into coaching and, where relevant, into problem management
• Audit escalation decisions periodically to confirm genuine incidents are escalated promptly and correctly, and that escalation is not used to mask unresolved capability gaps
• Balance escalation discipline against risk — ensure agents are not discouraged from escalating genuine risk for the sake of FTF metrics

Team Capability & Coaching
Accountable for: Closing the gap between individual agent performance and required service standard, using assurance findings as the evidence base.

• Translate quality assurance findings into targeted coaching plans per agent, rather than generic team-wide training
• Identify systemic capability gaps across the desk (e.g. recurring categorisation errors, tooling unfamiliarity) and escalate for structured training investment
• Manage service desk team performance proactively, treating recurring quality failures as a people/capability signal, not purely a compliance infraction
• Support onboarding and ramp-up of new service desk agents against the documented SOP standard from day one.

Reporting & Escalation to the SDM
Accountable for: Giving the SDM a verified, not assumed, view of service desk health.

• Provide the SDM with combined operational and quality assurance reporting (RAG-framed) — performance metrics validated by independent quality evidence, not presented separately or in conflict
• Flag process adherence risk or systemic quality gaps to the SDM before they surface as a client-facing complaint or escalation
• Support the SDM's client service reviews with assurance-backed evidence of service desk control, distinct from raw ticket volume or closure statistics
• Escalate capability or capacity constraints that cannot be resolved at service desk level, with clear options and trade-offs — consistent with departmental advisory standard

COMPETENCIES (KNOWLEDGE, SKILLS AND ATTRIBUTES)
Technical & Domain Competencies

• Service Desk Operations Management — Working fluency in L1/L2 shift management, rostering, shrinkage/rotation modelling, and triage discipline within an SLA-governed environment
• Quality Assurance Methodology — Ability to design and run formal quality scoring frameworks for ticket handling — not informal spot-checks
• ITIL 4 Practice Fluency — Working knowledge of Service Request, Incident, and Service Level Management practices, plus participation in Major Incident escalation
• Process Auditing — Ability to audit actual practice against documented SOPs and identify drift, rather than assuming documentation reflects reality
• ISO Assurance Alignment — Understanding of what audit-grade quality evidence looks like, sufficient to withstand internal or client scrutiny

Analytical & Judgement Competencies

• Root Cause Discrimination — Distinguishes capability gaps from process gaps from tooling gaps when diagnosing low first-time-fix or quality performance
• Metric Scepticism — Does not accept closure or volume metrics as a proxy for quality; actively seeks the gap between "looks good" and "verified good"
• Balanced Escalation Judgement — Manages the tension between minimising unnecessary escalation and ensuring genuine risk is never suppressed for the sake of a metric
• Evidence-Based Coaching Design — Builds coaching interventions from assurance data, not generalised assumptions about individual agents

Relationship & Influence Competencies

• Coordination with the Business Analyst — Works closely with the BA to keep SOPs current, feeding back real-world process drift rather than working around outdated documentation
• Team Leadership Under Pressure — Manages a shift-based team through variable demand and live escalations without losing quality discipline
• Constructive Accountability with Agents — Delivers quality assurance findings and coaching in a way that improves performance without becoming purely punitive or box-ticking
• Upward Reporting Clarity — Presents combined operational and quality evidence to the SDM in a way that is decision-ready, not just descriptive

Behavioural Competencies

• Independence of Judgement — Willing to report quality or process gaps even where they reflect poorly on the desk's own recent performance — no smoothing over
• Structured, Governed Documentation Habits — Maintains quality assurance records and audit trails to a standard, dated, and traceable — never informal
• Composure Under Escalation Pressure — Sustains quality and escalation discipline during high-volume or crisis periods rather than relaxing standards under pressure
• Ownership of "No Hidden Drama" — Surfaces service desk risk early and directly, consistent with the department's principle of no surprises reaching the client or SDM late.

QUALIFICATIONS & EXPERIENCE
Minimum Qualifications

• Bachelor's degree or equivalent National Diploma in Information Technology, Business Management, or a related field (essential)
• ITIL 4 Foundation certification (essential); ITIL 4 Specialist: Create, Deliver and Support — strongly preferred
• Formal Quality Assurance or Quality Management certification (e.g. Six Sigma, or equivalent QA methodology training) — strongly preferred given the assurance mandate of this role
• Formal People Management or Team Leadership training — advantageous

Minimum Experience

• 5–7 years in Service Desk Management, IT Support Management, or a similar operational leadership role within an IT/Telecommunications or Managed Services environment (essential)
• Minimum 2 years of that experience specifically involving quality assurance, audit, or compliance monitoring of service desk or support operations — not purely operational/people management experience
• Demonstrated experience managing shift-based teams, including rostering, shrinkage/rotation planning, and capacity management against SLA demand
• Direct experience designing or operating a formal quality scoring or audit framework for ticket handling or support interactions
• Proven track record improving first-time-fix rates or reducing unnecessary escalation through root cause analysis and coaching, not just policy enforcement
• Experience managing service desk performance within a formally SLA-governed contract, including client-facing accountability for desk performance

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ROLE PURPOSE

• The IT & OT Supplier Governance Specialist is accountable for the commercial, contractual, and operational integrity of Service Provider suppliers and subcontractors delivering into IT and OT environments under the SDM's client portfolio. This role exists because supplier-delivered service is still Nexio's accountability - a failure, breach, or governance gap at a subcontractor is a failure at Nexio, not a pass-through risk. 
• The role owns supplier performance against contracted terms, not supplier relationship management for its own sake. It converges IT and OT supplier governance into a single accountability point, closing the gap where OT vendors (network, infrastructure, industrial/operational systems) are often governed less rigorously than IT vendors - despite carrying equal or greater client, safety, and compliance exposure.

What This Role Owns (Outcome Commitments):

• Supplier Performance & Compliance — Service Provider and subcontractor delivery measured against SLA, contractual, and regulatory obligations across both IT and OT environments - not assumed, verified.
• Risk Containment Identification of supplier-originated risk (security, compliance, delivery, financial stability) before it surfaces as a client-facing incident or escalation.
• Contractual & Commercial Integrity - Supplier contracts, SLAs, and pricing terms actively governed and reconciled against what was sold to the client.
• OT-Specific Governance - Application of appropriate governance rigour to operational technology suppliers (industrial systems, network infrastructure, critical operational environments), where consequences of failure differ materially from standard IT service failure.
• Audit & Evidence Trail - Maintenance of governance documentation sufficient to withstand client, regulatory, and internal audit scrutiny - evidence of control, not evidence of activity.

What Success Looks Like:

• Every supplier within scope is governed against a current, reconciled contract; no supplier-originated risk reaches the client as a surprise; and audit or client scrutiny of the supply chain finds a defensible, documented governance trail rather than informal relationship management.

ROLE ACCOUNTABILITIES / KEY ACTIVITIES

Supplier Contract & Commercial Governance
 Accountable for: Ensuring every in-scope supplier is governed against a current, reconciled contract including Nexio services - not legacy terms or informal arrangements.

• Maintain a live supplier register per client environment, mapping each supplier to the contract clauses, SLAs, and commercial terms they are bound by
• Reconcile supplier pricing and terms against what was commercially sold to the client - flag margin exposure introduced by supplier cost creep or scope drift
• Validate that subcontracted OT suppliers carry terms appropriate to operational/critical environments, not generic IT boilerplate 

Supplier Performance & SLA Compliance
 Accountable for: Verified - not assumed supplier delivery against contracted commitments across IT and OT scope.

• Track supplier performance against SLA/SLO commitments, distinguishing IT service metrics (availability, MTTR) from OT-specific metrics (uptime of industrial/network systems, safety-critical response times)
• Conduct scheduled and ad hoc supplier performance reviews; document underperformance formally, not informally, with a clear remediation trail
• Escalate persistent supplier non-performance through formal contractual mechanisms (penalty clauses, escalation triggers) rather than absorbing the gap operationally
• Feed supplier performance data into the SDM's client-facing service health reporting - supplier risk must be visible at the account level, not siloed

Risk & Compliance Management at the Supply Chain Boundary
 Accountable for: Identifying and containing supplier-originated risk before it becomes a client-facing incident.

• Maintain a supplier risk register, classified explicitly as confirmed risk, assumption, or contained/mitigated - consistent with departmental risk discipline
• Assess supplier security posture and compliance status (data handling, POPIA where applicable, industry-specific regulatory requirements for OT/critical infrastructure)
• Apply differentiated risk treatment to OT suppliers where failure consequences extend beyond service disruption (e.g. safety, regulatory, critical infrastructure exposure)
• Coordinate supplier-side root cause analysis when a supplier failure contributes to a Major Incident, ensuring findings feed back into contract and governance terms

Governance Framework & Standardisation
 Accountable for: A consistent governance approach across a supplier base that spans IT and OT, avoiding fragmented or ad hoc oversight.

• Apply ITIL 4 Supplier Management practice consistently across all in-scope suppliers, adapted for OT-specific operating realities where standard IT process doesn't translate
• Standardise supplier onboarding, offboarding, and periodic re-assessment processes — controlled consistency, not one-off arrangements per supplier
• Maintain governance documentation to a standard that withstands client, regulatory, and internal audit without remediation
• Identify where supplier governance gaps exist structurally (e.g. OT suppliers historically under-governed relative to IT) and drive closure of those gaps

Stakeholder Coordination & Escalation
Accountable for: Ensuring supplier-related risk and performance issues are visible to the right stakeholders before they surface as surprises.

• Provide the SDM with supplier governance input for client service reviews - health, risk, and compliance status, not raw supplier activity logs
• Coordinate with Commercial/Sales where supplier terms intersect with client-facing commercial commitments, ensuring no conflict between what was sold and what suppliers are contracted to deliver
• Escalate supplier financial stability or delivery-capability concerns early - before they manifest as a client-facing service failure
• Support incident and major incident processes where supplier involvement requires coordinated response across Nexio and Service Provider teams

COMPETENCIES (KNOWLEDGE, SKILLS AND ATTRIBUTES)
Technical & Domain Competencies

• Supplier / Vendor Management Discipline - Structured application of formal supplier governance methodology (contract management, performance measurement, risk assessment) - not relationship management by default
• ITIL 4 Supplier Management Practice - Working fluency in supplier management as a formal ITIL practice, integrated with Incident, Problem, and Change processes
• OT/IT Convergence Understanding - Ability to distinguish and correctly apply governance rigour across IT service suppliers and OT/industrial/critical infrastructure suppliers, recognising that failure consequences differ materially between the two
• Contract & Commercial Literacy - Ability to read, interpret, and reconcile supplier contracts against client-facing commercial terms; identify margin exposure and scope drift introduced upstream
• Risk & Compliance Acumen - Working knowledge of regulatory and compliance considerations relevant to critical infrastructure, industrial systems, and data handling (POPIA and sector-specific requirements where applicable)
• Governance & Audit Readiness - Ability to build and maintain documentation and evidence trails that withstand client, regulatory, and internal audit scrutiny without remediation

Analytical & Judgement Competencies

• Separation of Fact, Assumption, and Risk - Consistently distinguishes verified supplier performance from assumed or self-reported performance; never presents supplier "evidence of activity" as "evidence of control"
• Structural Risk Identification - Identifies systemic governance gaps (e.g. OT suppliers historically under-governed relative to IT) rather than only responding to individual supplier incidents
• Commercial Judgement - Understands the financial implications of supplier decisions on contract margin, not just operational continuity
• Defensible Decision-Making - Able to justify supplier escalation, remediation, or termination decisions with a clear evidentiary trail, anticipating scrutiny from Legal, Commercial, and the client

Relationship & Influence Competencies

• Firm but Constructive Supplier Engagement - Holds suppliers to contracted standard without relationship management overriding governance discipline; escalates formally rather than absorbing underperformance informally
• Cross-Functional Coordination - Works effectively across Commercial, Legal, SDM, and client-facing teams, ensuring supplier governance findings are visible where they need to be, not siloed
• Stakeholder Communication Under Pressure - Communicates supplier-originated risk clearly and early, particularly in incident or major incident scenarios involving third parties
• Influence Without Direct Authority - Drives supplier accountability and internal process adherence despite not holding a direct management relationship with supplier personnel or, in some cases, with internal teams relying on the supplier

Behavioural Competencies

• Structured, Governed Communication - Written and verbal communication reflects a defensible position, not a status update; no hedging language, no ambiguity on risk
• Attention to Contractual Detail - Precision in reading and applying contract terms; does not generalise or approximate obligations
• Resilience Under Multi-Supplier Complexity - Manages governance across multiple concurrent suppliers, contracts, and environments (IT and OT) without losing clarity of individual risk positions

QUALIFICATIONS & EXPERIENCE
Minimum Qualifications

• Bachelor’s degree in information technology, Supply Chain Management, Business Management, or a related field (essential)
• ITIL 4 Foundation certification (essential); ITIL 4 Specialist: Create, Deliver and Support, or exposure to the Supplier Management practice specifically - strongly preferred
• Formal training or certification in Contract Management, Procurement, or Vendor/Supplier Management - advantageous, not mandatory
• ISO awareness, particularly Supplier Management clauses - advantageous

Minimum Experience

• 5–7 years in Supplier/Vendor Management, Procurement, Contract Management, Risk Management within an IT/Telecommunications or Managed Services environment (non-negotiable - generic procurement experience without technical/service delivery context will not translate to this role's demands)
• Demonstrated experience governing suppliers against SLA and contractual performance - not just relationship or sourcing management
• Direct experience managing supplier-related risk, including security, compliance, and delivery-capability assessment
• Experience working across both IT and OT supplier environments preferred; where absent, demonstrated ability to apply differentiated governance rigour across environments with materially different risk profiles will be assessed
• Experience supporting or leading root cause analysis where service providers/subcontractor failure contributed to a service incident
• Experience operating within, or governing suppliers into, environments with formal audit and regulatory compliance requirements (e.g. critical infrastructure, financial services, utilities, telecommunications)
   

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ROLE PURPOSE

• The Business Analyst is accountable for converting operational, commercial, and workforce data within the Service Delivery Manager's client portfolio into decision-ready analysis - surfacing signal from noise so that client service reviews, commercial positions, and escalation responses are built on verified fact, not assumption. This role exists to remove the gap between "data exists" and "the position is defensible" at the account level, ensuring the SDM can walk into any client or ExCo conversations with analysis that has already been stress-tested.
• The role does not own service delivery, client relationships, or supplier governance. It owns the integrity, structure, and clarity of the information the SDM's decisions and client-facing positions are built on.

What This Role Owns (Outcome Commitments)

• Data Integrity & Structure - Clean, reconciled, account-level data across contract, workforce, and performance sources within the SDM's portfolio - no conflicting totals, no stale figures presented as current.
• Analytical Clarity - Translation of raw operational and commercial data into RAG-framed, business-impact analysis for the SDM's accounts - signal vs noise, not data dumps.
• Fact/Assumption/Risk Separation - Every analytical output explicitly labels what is confirmed, what is assumed, and what constitutes risk - never blended.
• Process & Documentation Ownership - Business Requirement Documents (BRDs), process documentation, and Standard Operating Procedures (SOPs) across the SDM's portfolio are current, accurate, and controlled - not fragmented, outdated, or dependent on institutional memory.
• Decision Support for the SDM - Analysis structured to anticipate Delivery, and HR scrutiny before it's raised, supporting client service reviews, escalation responses, and commercial reconciliation.
• Reporting Consistency Across the Portfolio - Standardized analytical methodology and templates applied consistently across the SDM's accounts, enabling like-for-like comparison across contracts and time periods.

What Success Looks Like:

• Any analytical output this role produces can go directly into a client service review or SDM escalation response without the SDM needing to re-verify the underlying data or re-separate fact from assumption.

ROLE REQUIREMENT

 Data Integrity & Reconciliation
Accountable for: Ensuring all data feeding into SDM decisions and client-facing reporting is clean, reconciled, and current. Consolidate contract, workforce, and performance data across the SDM's accounts from source systems (e.g. ticketing/ITSM platforms)

• Identify and resolve conflicting figures, stale dates, and version discrepancies before data is used in any output — flag unresolved discrepancies explicitly rather than picking one version silently
• Maintain a single source of truth per account for recurring reporting cycles, eliminating the risk of the SDM presenting two different numbers in two different forums
• Cross-check data sensitivity — flag where cross-client confidentiality exposure exists in shared workbooks or files before circulation

Analysis & Business Impact Translation
Accountable for: Converting raw data into RAG-framed analysis that reads as business impact, not a data dump.

• Produce RAG-status health views per account, identifying trends, anomalies, and deterioration before they become client-visible
• Translate SLA/utilisation/commercial data into business-impact narrative (e.g. under-recovery, margin exposure, capacity risk) — never present raw metrics without interpretation
• Support root cause and trend analysis for recurring incidents or performance issues within the SDM's portfolio, distinguishing signal from noise
• Build and maintain reusable analytical templates so that reporting is comparable across accounts and time periods, not rebuilt ad hoc each cycle

Fact, Assumption & Risk Discipline
Accountable for: Every analytical output explicitly separating what is confirmed from what is assumed or at risk.

• Label all data outputs as confirmed, assumed, or at-risk — never blend the three into a single clean-looking number
• Surface sensitivity ranges where projections or forecasts are involved, rather than presenting single-point figures as certain
• Maintain an audit trail of data sources and assumptions behind each analytical output, so the SDM can defend the position if challenged
• Flag where data gaps exist rather than filling gaps with unstated assumptions

Decision Support for the SDM
Accountable for: Ensuring the SDM enters any client, ExCo, or CFO conversation with pre-stress-tested analysis.

• Prepare analytical input for client service reviews — health and risk on page one, no chronological reporting or SLA table dumps
• Support escalation responses with reconciled data and clear risk framing, turning around analysis within timelines that match escalation urgency
• Anticipate CFO, Sales, Delivery, and HR objections in how analysis is structured and presented — pre-answer the pushback before it's raised
• Support commercial reconciliation work (utilisation vs billed effort, under-recovery identification) feeding into the SDM's contract-level accountability

Reporting Consistency & Process Discipline
Accountable for: Standardised, repeatable analytical processes across the SDM's account portfolio.

• Apply consistent reporting cadence, format, and methodology across all accounts within the portfolio — controlled consistency, not one-off formats per client
• Maintain documentation and version control on analytical templates and source workbooks, ensuring reproducibility
• Support internal and external audit requests with a clear, traceable data lineage
• Continuously refine analytical templates based on recurring stakeholder objections or reporting gaps identified in prior cycles

Process, BRD & SOP Ownership

Accountable for: The department's process documentation, BRDs, and SOPs within the SDM's portfolio being complete, current, and audit-ready — not informal knowledge held by individuals.

• Own the creation, version control, and maintenance of BRDs for any new process, system change, or client requirement affecting the SDM's accounts
• Maintain SOPs for recurring operational processes (e.g. change submission, escalation handling, reporting cycles), ensuring documented process reflects actual practice — not stale or aspirational process
• Conduct periodic review of existing process documentation and SOPs to identify gaps, contradictions, or drift between documented and actual process
• Ensure BRDs and SOPs are structured to withstand audit and compliance scrutiny (ISO 20000 process governance alignment), with clear version history and approval trail
• Act as the point of control for process documentation requests — preventing multiple, conflicting, informally-maintained versions of the same SOP circulating across the account team
• Flag where the absence of documented process constitutes an operational or audit risk (e.g. reliance on a single individual's knowledge), and drive closure of that gap through documentation

COMPETENCIES (KNOWLEDGE, SKILLS AND ATTRIBUTES)

Technical & Domain Competencies

• Business Analysis Methodology - Structured application of requirements gathering, process mapping, and data analysis techniques - not informal notetaking dressed up as analysis
• Data Reconciliation & Reporting - Fluency in consolidating and reconciling data across multiple source systems (ITSM, commercial workbooks, HR/staff registers) into a single defensible view
• Process & Documentation Control - Working knowledge of BRD structuring, SOP documentation standards, and version control discipline sufficient to withstand audit
• ITIL 4 Awareness - Understanding of Continual Improvement, SLM, and Change Management practices sufficient to translate operational activity into structured documentation and analysis
• ISO Documentation Alignment - Ability to structure process documentation to meet audit and process governance requirements, not just internal convenience.

Analytical & Judgement Competencies

• Separation of Fact, Assumption, and Risk -Consistently labels data and analysis outputs as confirmed, assumed, or at-risk; never presents a clean number without disclosing its basis
• Signal vs Noise Identification - Distinguishes what matters from what is merely available; does not default to presenting all data because it exists
• Root Cause Orientation - Analyses trends and recurring issues for underlying cause, not just surface-level symptoms
• Process Gap Detection - Identifies where documented process has drifted from actual practice, or where documentation is entirely absent, and treats this as a risk to be closed, not a formality to defer

Relationship & Influence Competencies

• Stakeholder Translation - Converts technical or operational detail into business-impact language appropriate for SDM, client, and executive audiences
• Cross-Functional Coordination - Works across Delivery, Commercial, and HR data sources to build a consolidated account-level picture without siloed analysis
• Influence Without Authority - Drives adoption of standardized reporting templates and documentation discipline across an account team without direct management authority over that team
• Responsive Under Escalation Pressure - Turns around reconciled analysis at short notice during live escalations without sacrificing accuracy for speed

Behavioral Competencies

• Precision & Attention to Detail - Does not let a single conflicting figure or stale date pass into a client- or executive-facing document
• Structured, Governed Documentation Habits - Every BRD, SOP, and analytical output is version-controlled, dated, and traceable - never informal or ad hoc
• Integrity Under Time Pressure - When forced to sacrifice depth for speed, protects clarity of position and honesty about data limitations rather than smoothing over gaps
• Ownership Mentality on Documentation - Treats process documentation as a standing accountability, not a one-off deliverable - proactively flags when SOPs or BRDs are ageing or no longer reflect practice

QUALIFICATIONS & EXPERIENCE
Minimum Qualifications

• Bachelor’s degree in business administration, Information Systems, Business Analysis, or a related field (essential)
• Formal Business Analysis certification — strongly preferred
• ITIL 4 Foundation certification — advantageous, given the role's exposure to Continual Improvement, SLM, and Change Management documentation
• Formal training in process mapping/documentation methodology (e.g. BPMN) — advantageous

Minimum Experience

• 3–5 years in a Business Analyst, Reporting Analyst, or Process Analyst role, ideally within an IT/Telecommunications or Managed Services environment (essential — generic BA experience without exposure to SLA-governed, multi-client environments will require a steeper ramp-up)
• Demonstrated experience reconciling data across multiple source systems into a single, defensible reporting view
• Direct experience producing BRDs and SOPs to a standard that has withstood internal or external audit scrutiny
• Experience supporting executive-level or client-facing reporting — not purely internal/operational reporting
• Proven ability to work to tight turnaround timelines under escalation or crisis conditions without compromising data accuracy
• Experience working within a governed reporting cadence (RAG status, SLA/utilisation tracking) rather than ad hoc or informal reporting environments

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ROLE PURPOSE

• The Service Data Analytics Specialist is accountable for building the analytical and technical capability that turns the SDM's operational data into predictive, diagnostic insight - going beyond reconciliation and status reporting into trend modelling, anomaly detection, and forward-looking risk signalling. This role exists to shift the department from reactive reporting ("what happened") to predictive positioning ("what's about to happen and why it matters") - giving the SDM early warning on service degradation, capacity strain, or client risk

What This Role Owns (Outcome Commitments):

• Predictive & Diagnostic Analytics - Trend, pattern, and anomaly analysis across service performance data (incidents, SLA/SLO performance, capacity, XLA/experience metrics) that surfaces risk before it becomes visible operationally.
• Analytics Tooling & Dashboard Infrastructure - Design, build, and maintenance of dashboards, automated reporting pipelines, and analytical tooling that reduce manual reporting effort and increase reporting frequency/accuracy.
• Statistical Rigour - Application of sound statistical and analytical method (not spreadsheet-level approximation) to service data - ensuring conclusions are defensible, not directional guesses dressed as insight.
• Early-Warning Risk Signalling - Proactive identification of deteriorating trends (SLA drift, capacity strain, recurring incident patterns) communicated to the SDM in time to act, not after the fact.
• Data Model & Source Integrity for Analytics - Ensuring the underlying data models and pipelines feeding analytics are structurally sound, distinct from the BA's day-to-day data reconciliation for reporting purposes.

ROLE ACCOUNTABILITIES / KEY ACTIVITIES

Predictive & Diagnostic Analytics
Accountable for: Surfacing forward-looking risk from service data before it becomes an operational or client-facing issue.

• Build and maintain trend analysis across incident volumes, SLA performance, and capacity data to detect early signs of service degradation
• Apply statistical methods (e.g. variance analysis, forecasting, correlation analysis) to distinguish genuine risk signals from normal operational noise
• Conduct pattern analysis on recurring incidents to identify systemic risk that individual RCAs may miss in isolation
• Deliver early-warning signals to the SDM with sufficient lead time to act - not retrospective confirmation of what already happened

Analytics Tooling & Dashboard Infrastructure
Accountable for: The technical infrastructure that makes predictive and diagnostic analysis possible and repeatable.

• Design, build, and maintain automated dashboards for SLA performance, capacity trends, and XLA/experience metrics across the SDM's portfolio
• Develop and maintain data pipelines that reduce manual data pulling and consolidation effort, increasing reporting frequency and accuracy
• Ensure dashboard and tooling outputs are structured for the SDM's actual decision-making needs — not generic BI output disconnected from operational reality
• Maintain version control and documentation on analytical models and tooling logic, so methodology is auditable and repeatable.

Statistical & Methodological Rigour
Accountable for: Ensuring analytical conclusions are defensible under technical scrutiny, not directional approximation.

• Apply appropriate statistical technique to each analytical question - avoid overfitting simple trend lines to complex operational reality
• Validate data quality and sample sufficiency before drawing conclusions; flag where data volume or quality is insufficient for a reliable signal
• Distinguish correlation from causation explicitly in any diagnostic output - never imply causal relationships the data doesn't support

XLA & Experience Data Integration

Accountable for: Extending analytics beyond traditional SLA metrics into end-user and digital experience data, in line with the department's XLA maturity direction.

• Integrate digital experience monitoring and sentiment data sources into the analytics view where available for the SDM's accounts
• Build the analytical bridge between traditional operational metrics (MTTR, availability) and experience-based metrics (end-user satisfaction, sentiment trends)
• Support the department's shift toward XLA-informed reporting by piloting experience-data analysis on suitable accounts
• Flag where XLA data collection or tooling gaps limit the department's ability to report on experience-level trends

Data Model & Source Integrity for Analytics
Accountable for: The structural soundness of the data models and pipelines underpinning analytics

• Define and maintain data models that support analytical use cases (trend analysis, forecasting) rather than only point-in-time reporting
• Coordinate with the Business Analyst to ensure analytics-layer data models remain aligned with reconciled source-of-truth data, avoiding two competing versions of the same metric
• Identify structural data gaps that limit analytical capability (e.g. missing historical data, inconsistent tagging/categorisation) and drive resolution
• Ensure analytical tooling and models comply with data handling, particularly where experience/sentiment data involves personal information

Advisory Input to the SDM
Accountable for: Translating analytical findings into decision-relevant input for the SDM, not raw technical output.

• Present analytical findings in business-impact terms - what the trend means operationally and commercially, not just the statistical result
• Support the SDM's client service reviews and escalation responses with predictive/diagnostic input where relevant.
• Recommend where deeper analytical investment (tooling, data collection) would materially improve the SDM's risk visibility
• Flag emerging risk patterns proactively to the SDM, even where not specifically requested

COMPETENCIES (KNOWLEDGE, SKILLS AND ATTRIBUTES)
Technical & Domain Competencies

• Statistical & Quantitative Analysis - Working fluency in statistical methods (trend analysis, forecasting, variance analysis, correlation analysis) applied to operational data — not spreadsheet-level approximation
• Data Modelling & Pipeline Design - Ability to design and maintain data models and automated pipelines that support analytical use cases, distinct from simple reporting extraction
• Dashboard & BI Tooling Proficiency - Hands-on capability building and maintaining dashboards and visualisation tools (e.g. Power BI or equivalent) that translate complex data into decision-ready views
• ITIL 4 Continual Improvement Practice - Understanding of how predictive analytics feeds into Continual Improvement and SLM processes, not analytics as a standalone technical exercise
• XLA / Experience Data Literacy - Working knowledge of digital experience monitoring and sentiment analysis, and how experience-level data differs from and complements traditional SLA metrics
• Data Handling Compliance - Understanding of compliance requirements where analytics involve personal or sentiment data, particularly in experience-level analysis

Analytical & Judgement Competencies

• Signal vs Noise Discrimination - Reliably distinguishes genuine risk trends from normal operational variance; does not raise false alarms or miss early warnings
• Correlation vs Causation Discipline - Never implies a causal relationship the data doesn't support; explicit about the limits of what the analysis shows
• Forward-Looking Orientation - Defaults to predictive and diagnostic framing ("what's likely to happen") rather than purely descriptive reporting ("what happened")
• Methodological Defensibility - Structures analysis so that methodology - not just the conclusion - can withstand scrutiny from a data-literate stakeholders
• Data Quality Judgement - Recognises when data volume or quality is insufficient to support a reliable conclusion, and says so rather than presenting a weak signal as strong

Relationship & Influence Competencies

• Technical-to-Business Translation - Converts statistical findings into business-impact language the SDM can act on, without requiring the SDM to interpret raw analytical output
• Cross-Functional Coordination with the Business Analyst that works closely with the BA to keep analytics-layer data models aligned with reconciled source-of-truth data, avoiding duplicate or conflicting metrics
• Proactive Risk Communication - Surfaces emerging risk patterns to the SDM unprompted, rather than waiting to be asked for analysis
• Influence Through Evidence - Drives adoption of predictive insight into SDM decision-making through the strength and clarity of the analysis, not positional authority

Behavioural Competencies

• Intellectual Rigour - Does not present a directional guess as a statistically supported conclusion; comfortable saying "the data doesn't support that yet"
• Curiosity & Pattern-Seeking - Actively looks for patterns and anomalies in data rather than only analysing what's explicitly requested
• Structured Documentation Habits - Maintains version control and documentation on analytical models and methodology, consistent with departmental audit and governance standards
• Composure Under Technical Challenge - Able to defend methodology calmly and clearly when findings are questioned by technically sceptical stakeholders.

QUALIFICATIONS & EXPERIENCE
Minimum Qualifications

• Bachelor’s degree in data science, Statistics, Computer Science, Information Systems, or a related quantitative field (essential)
• Formal training or certification in a BI/analytics tool (e.g. Power BI, SNOW) - essential
• ITIL 4 Foundation certification - advantageous, given the role's alignment to Continual Improvement and SLM
• Formal statistics, data analytics, or data science certification (e.g. relevant coursework, professional certification) - strongly preferred where not covered by degree specialisation

Minimum Experience

• 4–6 years in a Data Analyst, Business Intelligence Analyst, or Service Analytics role, ideally within an IT/Telecommunications or Managed Services environment (essential - pure academic/statistical background without applied service-data experience will require a steeper ramp-up)
• Demonstrated experience building and maintaining dashboards and automated reporting pipelines that reduced manual reporting effort
• Direct experience applying statistical or predictive analysis to operational data (incident trends, SLA performance, capacity data) - not purely descriptive reporting
• Proven ability to identify and communicate early-warning risk signals that were later validated by operational outcomes
• Experience working with large or messy operational datasets, including data quality assessment and structural gap identification