Director, Better Delivery, Project Management Office at Trade Mark East Africa

Job summary

The Better Delivery Director is responsible for ensuring excellence in all aspects of programme delivery across the organisation. This is built on developing and enhancing processes and systems to manage Project Cycle Management (PCM) in line with international best practice; strengthening delivery skills in all programme teams and instilling a learning culture; working closely with top management to resolve programme management challenges; and leading the planning team. This position supports the Senior Director of Programme Delivery in driving innovation and strategic initiatives, ensuring high standards and alignment with organisational goals; and the Deputy CEO/Chief of Programmes in ensuring TradeMark’s flagship programmes deliver. Through comprehensive training programmes, rigorous quality assurance, and robust support mechanisms, the Better Delivery Director enhances the organisation's capacity to deliver highly effective e projects and achieve impact

Roles and responsibilities
High performance culture (30%)
Programme teams across the organisation are highly competent in managing and delivering projects.

• Create a detailed competency framework for project cycle management (PCM) roles across the organisation, regularly updating it to reflect best practices and organisational needs. This framework will guide skill assessments, training programmes, and career development pathways.
• Launch a structured PCM training programme with mandatory and elective training sessions, workshops, and e-learning modules for all staff levels, fostering continuous learning and skill enhancement across the organisation.
• Perform periodic PCM skills audits to identify current capabilities and gaps within the organisation. Use the audit results to design and implement targeted training programmes, ensuring resources are allocated effectively to address identified needs.
• Create a centralised PCM knowledge management framework to capture and disseminate best practices, lessons learned, and case studies. Ensure that staff contribute to and utilise this resource and facilitate regular peer learning to promote continuous knowledge exchange.
• Operationalise mentorship, buddy and coaching initiatives to provide ongoing support and guidance to staff on PCM. Pair less experienced employees with seasoned professionals to facilitate skill transfer and professional growth, ensuring a robust organisational talent pipeline.
• Embed learning and development activities through after-action reviews, and continuous improvement cycles. Introduce organisation-wide information sharing and discussion mechanisms, as well as AI-based tools to generate knowledge. Lead strategic innovation by identifying and championing proactive and responsive solutions, through multidisciplinary teams.

Effective Systems (20%)
TMA systems and processes create efficiency and drive effectiveness in programme management.

• Continuously develop and refine PCM guidelines to ensure they incorporate best practice. Ensure all teams are well-informed and equipped to apply them effectively. Establish rigorous quality assurance to review and assess application. Conduct audits and evaluations to ensure compliance and identify areas for improvement, maintaining high standards across all projects.
• Ensure development partner guidelines and rules on programme design and delivery are built into internal rules. Ensure compliance with all such rules, including through systems to track and arrest noncompliance.
• Working closely with procurement and results teams, promote the consistent use of project management tools, such as delivery, sustainability, procurement, and M/E plans. Provide training and support to ensure all staff are proficient in these tools, enhancing decision-making and project execution.
• Operationalise a PCM cadre as a platform for knowledge sharing and collaboration, enabling staff to share insights, challenges, and solutions related to PCM.
• Ensure that PCM processes are closely aligned with the organisation’s strategic objectives. Work with the senior director, programme delivery and other delivery unit heads to integrate PCM practices into broader strategic planning and performance management frameworks, ensuring that all projects contribute to the organisation’s long-term goals.

Quality programme delivery (30%)

Programme quality is proactively managed, and flagship programmes and top programme priorities dynamically delivered.

• Dynamically support Deputy CEO/Chief of programmes in tackling emerging challenges in flagship programmes.
• Provide thought leadership and backstopping to regional directors and senior management, on strategic and priority programmes, integrating best practices and delivering high impact projects that align with the organisation’s strategic priorities.
• Ensure rapid escalation and feedback mechanisms are effective.
• Lead organisation in planning and monitoring progress in delivery against programmes throughout the year, run the annual business planning process, systems and processes to monitor and manage progress against this with programme teams across the organisation.
• Support programme teams to drive quality of delivery with implementing partners, holding them to account, and enhancing their delivery ability.
• Foster a culture of continuous learning and improvement among staff and partners.
• During critical project phases, offer targeted technical support and surge capacity to regional and country teams, including providing specialised expertise and resources to address urgent delivery challenges, troubleshoot issues, and ensure project continuity and success.

Lead reporting and planning team (20%)

Data management and both internal and external reporting helps the organisation to manage priorities, communicate progress and drive learning.

• Enhance and implement dashboard for organisation to deliver strategic objectives in programmes and more broadly, drawing on and linking ICT innovations, data sources and strategic priorities; ensuring that it coheres organisation around shared priorities.
• Track performance against key metrics and objectives. Use data from reports to identify areas for improvement, inform decision-making, and drive strategic actions.
• Refine reporting, liaising with development partners and Donor Council to streamline requirements and align with automated systems.
• Maintain and enhance internal standards and practices in delivering high quality reporting.
• Establish and maintain unit as advisory and quality assurance leads, while driving quality across organisational teams.
• Conduct regular audits and reviews to ensure accuracy, consistency, and compliance with donor and organisational requirements.
• Ensure all programmes are accountable for their contributions to reporting processes and outcomes.

Academic and professional qualifications

• A degree preferably in relevant field, or equivalent experience or a post graduate degree Qualifications in project management required

Work experience

• Undergraduate degree holders will have at least 12 years of increasingly senior relevant experience in programme management. At least 10 years will be required for post graduate degree holders with five years of leadership and management experience.
• At least five years of leading technical teams to grow and excel, in complex matrix environments.
• Good understanding of how procurement cycle management, result based monitoring and evaluation and risk management cohere.

Technical skills and behavioural competencies

• Proven track record of leadership and delivery reform in development contexts across multiple countries.
• Demonstrated success in driving programme quality in delivering or overseeing major programmes across geographies, along with enhancing organisational systems and processes. Highly developed analytical skills and exceptional communication, drafting, and presentation skills.
• Ability to work independently, think strategically, and translate strategies into implementable plans.
• Proven ability and experience in leading and managing people and teams, and in driving results horizontally.
• Team player with excellent soft skills and flexibility.
• Strong sense of ethics, discretion, and perseverance.