PayNet is operating at increasing scale and complexity, with multiple cross-division priorities spanning business, technology, operations, and risk.
Execution often depends on alignment across Business / Operating Units, where dependencies, sequencing, and ownership need to be actively managed.
This role sits within the CEO Office's Enterprise Execution & Enablement function to strengthen delivery discipline across the organisation.
The role is designed to flex across priorities as needed, complementing programme-level ownership by driving execution across the most critical enterprise initiatives.
This team does not depend on hierarchy. It drives outcomes through execution discipline.
TL; DR
Drive cross-division and cross-operating unit execution of priority initiatives.
Act as part of the CEO Office execution glue, i.e. tracking real progress, not status updates.
Proactively surface issues, unblock teams, and drive follow-through.
Reports to the Head of Enterprise Execution & Enablement.
Why This Role Matters
PayNet's most important outcomes depend on multiple teams moving together across business, technology, operations, and risk, where gaps in alignment, sequencing, or ownership can slow delivery or create downstream risk.
This role ensures enterprise-level execution discipline by actively tracking real progress, resolving blockers, and maintaining a single, coherent view of delivery across priorities, and is not about project tracking.
A sub-specialisation of this role will also shape what should be prioritised next based on delivery capacity and enterprise priorities.
What You Will Actually Do
Drive execution across cross-division and cross operating unit initiatives, translating priorities into actionable delivery.
Track true progress, dependencies, and critical paths, maintaining a clear enterprise-level view of delivery.
Drive feature prioritisation across selected services by maintaining a structured pipeline of validated pitches, and aligning bets to available capacity, delivery timelines, and enterprise priorities.
Actively identify and resolve blockers, convening the right stakeholders and driving closure.
Run a structured execution cadence, including milestones, escalation paths, and decision follow-through.
Produce integrated, decision-ready reporting across business outcomes, technology readiness, and risk.
Examples of This Role in Practice
An initiative is delayed due to cross-team dependencies; you align owners, clarify sequencing, and unblock delivery within days.
A programme appears on track but lacks operational readiness; you introduce practical checkpoints (e.g. support, monitoring, rollback readiness) to prevent failure.
Multiple teams are working with conflicting priorities; you drive alignment and lock a realistic short-term execution plan.
Multiple feature ideas are proposed across services (e.g. DuitNow QR, MyDebit); you structure and validate the pitches, maintain a ready pipeline of options, and align stakeholders on which features to prioritise based on upcoming capacity and competing priorities.
Leadership lacks visibility on true delivery risk; you surface key issues early and frame clear decision options.
A portfolio shifts mid-cycle; you quickly re-prioritise the pipeline, re-sequence delivery, and maintain execution momentum.
What Will Help You Succeed
Strong execution mindset and clear focus on outcomes and follow-through, not coordination or reporting alone.
Ability to work across business, technology, operations, and risk domains.
Able to drive outcomes across multiple senior stakeholders through influence, clarity, and execution discipline, without relying on direct reporting lines.
Structured and disciplined with strong judgement on priorities, sequencing, and escalation.
Experience in complex organisations with cross-functional delivery and multiple dependencies.
