Head: Enterprise and Business Architecture

Expertise & Technical Competencies: Minimum Qualification A Postgraduate degree in Information Technology, Computer Science, Information Systems, or Business Administration or related field. Minimum Experience A minimum of 12 years’ experience in enterprise architecture, IT strategy, or business process optimisation, with at least 5 years in a senior management capacity leading enterprise-wide transformation initiatives and business architecture and analysis in IT environments. Proven track record in leading architecture functions within large, complex organisations. Experience in developing and implementing enterprise architecture frameworks and governance structures. Strong background in business process modelling, capability mapping, and solution design. Hands-on experience with ERP, CRM, data platforms, and integration technologies. Demonstrated ability to engage and influence executives, boards, and external stakeholders. Extensive experience in business architecture, enterprise process management, operational excellence, or largescale business transformation. Experience in stakeholder engagement and change leadership across diverse business units. Desirable Requirements Postgraduate qualification (MBA, Master’s in Enterprise Architecture, Digital Transformation, or Process Engineering). Professional certifications such as TOGAF, COBIT, ITIL, PMP, or Agile/Scrum. Exposure to financial services, development finance, or public sector environments. A strong understanding of emerging technologies and the ability to leverage them for operational improvements. Experience in financial services, development finance, or complex public-sector organisations. TECHNICAL COMPETENCIES Business Architecture The skills, knowledge, and abilities necessary to create a structured framework that aligns an organisation's strategic objectives with its operations, processes, information, and technology. This is essential for understanding and improving how a business functions, ensuring that all elements work together efficiently to achieve organisational goals. Business Acumen Takes actions to fit business strategy. Assesses and links short-term tasks in the context of long-term business strategies or perspectives. Reviews own actions against the organisation's strategic plan; includes the big picture when considering possible opportunities or projects, or thinks about longterm applications of current activities. Anticipates possible responses to different initiatives. Understands the projected direction of the industry and how changes might impact the organisation. Negotiation Has an appreciation of cultural sensitivities and differences. Effectively employs a variety of advanced behavioural/interpersonal competencies to control the negotiation situation. Can take the lead in a variety of sensitive negotiation situations requiring high levels of tact and diplomacy. Can place a discrete negotiation situation within the context of a broader long-term relationship and is not threatened by conceding ground to protect the longer-term interests of DBSA. Reporting Designs, reviews and improves reporting processes and provides guidance. Leads production of complex environment reports, takes an editorial role, determines content and level of detail, and ensures consistent messaging and branding. Digitalisation The ability to understand, contribute to, and drive the adoption of digital technologies and processes within an organisational context to improve efficiency, create new value, and transform operations. Project Management Defines, plans and manages large and/or strategic projects, including those with a high degree of technical complexity, with impacts across the organisation and/or with national implications. Assembles and leads diverse and multidisciplinary teams, ensuring maximum effective resource utilisation. Successfully manages substantial project budgets and reports directly to senior managers on the progress and results of projects. Identifies complex issues that need escalation and proposes appropriate corrective actions. * The KPA’s, competencies and relationships listed in this document are not exhaustive, and the incumbent will be expected to undertake additional duties within their capacity to meet the needs of business and/or the business unit. Required Personal Attributes: LEADERSHIP/BEHAVIOURAL COMPETENCIES Strategic & Innovative Thinking Understands connections and trade-offs of strategic choices to evaluate which ideas are practical and possible by considering business and/or scientific implications. Develops innovative business and/or customer solutions that shape industry practices. Leading and Empowering Others Identifies long-term goals for the team and communicates them to team members, ensuring their buy-in. Sets a good example by personally exercising desired behaviour, acts on values and beliefs. Communicates a vision for the team and future success that inspires team members. After assessing others’ competence, one delegates full authority and responsibility to others to do a task in their own way. Ensures that competent employees are given opportunities to further their careers. Leading and Managing Change Anticipates the need for change when not obvious and influences others to gain support. Builds sustainable business and organisational capacity to embrace and thrive on change. Re-engineers and aligns structures, processes, and practices to support and sustain the desired change. Teamwork & Cooperation Acts to promote a friendly climate and good morale and resolves conflicts. Creates opportunities for cross-functional working. Encourages others to network outside of their own team/department and learn from their experience. Decisiveness Makes timely decisions about complex issues even when information is missing. Makes decisions and stands by them even when they are controversial or unpopular. Grasps critical business opportunities when they arise by making timely decisions. Developing Others Gives specific positive or mixed feedback for developmental purposes. Gives negative feedback in behavioural rather than personal terms. Reassures and/or expresses positive expectations for future performance when giving corrective feedback. Gives individualised suggestions to individuals for their improvement. Driving Delivery of Results Identifies and implements a business opportunity that will have a long-term impact on the business (which may include the organisation’s reputation or brand image). Monitors progress and adapts the plan if necessary to ensure optimal benefit to the business. Makes decisions, sets priorities, or chooses goals based on inputs and outputs: makes explicit considerations of potential profit, return on investment, or cost-benefit analysis. Based on the cost-benefit analysis, make decisions of an entrepreneurial risk nature.

Strategic Architecture Leadership Define and maintain DBSA’s enterprise and business architecture vision, frameworks, and roadmap. Champion architecture as a strategic enabler of innovation, efficiency, and resilience. Develop the strategy and long-term objectives for the Enterprise and Business Architecture portfolio. Translate organisational strategy and strategic priorities into integrated execution plans, target operating models, and transformation roadmaps. Align technology solutions with business capabilities, value streams, and operational priorities. Define strategic roadmaps, milestones, and timelines to guide business transformation and operational evolution. Enterprise Architecture Governance Establish and oversee architecture governance processes, standards, and principles. Maintain compliance with IT governance frameworks (TOGAF, COBIT, ITIL) and regulatory requirements. Chair architecture review boards and ensure decisions are documented, transparent, and aligned to strategy. Monitor adherence to architecture standards across projects and programmes. Business Analysis and Architecture Partner with business leaders to translate strategy into architectural requirements and scalable solutions. Design and maintain business architecture frameworks, capability models, and process standards aligned to organisational goals. Facilitate integration and adoption of modular, future-fit solutions across platforms. Lead enterprise-wide business analysis, process modelling, and capability mapping to identify gaps and optimise operations. Establish and govern architecture principles, standards, and methodologies to drive consistency, efficiency, and alignment. Guide solution design and delivery to ensure business requirements are translated into functional and technical specifications. Support strategic decision-making through scenario planning, capability modelling, and data-driven insights. Portfolio and Solution Architecture Oversight Provide architectural oversight for major programmes and projects. Ensure solution designs are consistent with enterprise architecture principles. Manage dependencies across business units, platforms, and transformation initiatives. Support benefits realisation by ensuring architecture delivers measurable outcomes. Risk, Compliance & Security Integration Embed information security, data privacy, and resilience principles into architecture frameworks. Collaborate with the Head of Information Security & GRC to ensure secure, compliant, and resilient designs. Maintain risk registers for architecture decisions and monitor mitigation strategies. Operational Excellence and Continuous Improvement Oversee the full lifecycle of operational excellence initiatives, from process design and implementation to monitoring and optimisation. Monitor key performance indicators and operational metrics to drive continuous improvement and operational excellence. Benchmark performance against internal standards and industry best practices to adopt proven methods and improve results. Oversee and refine service delivery models to drive quality, efficiency, and stakeholder satisfaction. Evaluate business and operational outcomes to identify trends, gaps, risks, and growth opportunities. Create and sustain an environment that enables continuous business process improvement across the organisation. Drive operational excellence initiatives focused on efficiency, quality, customer experience, and value realisation. Establish performance measurement frameworks to assess process effectiveness, efficiency, and outcomes. Lead benchmarking and best practice adoption to uplift organisational performance continuously. Identify and eliminate inefficiencies in business processes through structured analysis and stakeholder engagement. Establish and promote best practices in operational performance and continuous improvement. Monitor and evaluate the impact of operational changes on business outcomes and strategic objectives. Reporting and Governance Collect, process, and analyse data to generate actionable insights and management reports that support strategic and operational decision-making. Define and track Key Performance Indicators (KPIs) for operational performance and transformation success. Provide insights and recommendations based on data analysis. Support decision-making with business intelligence tools and performance dashboards. Develop and maintain reporting frameworks that support transparency and accountability. Conduct performance analysis and generate insights to inform strategic decisions. Optimise operational reporting to support continuous improvement. Establish and enforce robust governance frameworks and reporting mechanisms to ensure transparency, compliance, and effective decision-making across all operations. Stakeholder Management Build and maintain strong relationships with internal and external stakeholders such as EXCO, the Board, as well as government entities, commercial banks, development partners, and community representatives, to drive shared objectives. Manage external vendors and negotiate data acquisition contracts. Represent the organisation in data-related engagements with external partners. Navigate complex stakeholder landscapes, influencing outcomes and fostering consensus to achieve strategic goals. People Management Lead, mentor, and develop a high-performing team, fostering a culture of collaboration, accountability, and continuous learning to maximise individual and collective potential. Lead the data analytics business unit and ensure effective execution of strategy. Implement human capital strategies and workforce planning. Foster a culture of performance, learning, and collaboration. Drive talent development initiatives, including coaching, performance management, and career pathing, to build and retain a skilled and motivated team. Contribute to building synergies & cooperation across functions in the DBSA. Key Measurements of Outputs Quality and integration of business architecture frameworks across the organisation. Implementation of business process mapping across the organisation. Timeliness and effectiveness of process optimisation initiatives from design to implementation, including measurable improvements in cost, cycle time, and service quality Clarity and impact of operational reports and insights submitted to governance bodies. Number and quality of strategic transformation programmes delivered and embedded across functions. Effectiveness of technology enablement in improving workflow efficiency and service delivery. Management of stakeholder relationships and collaboration in driving operational improvements. Compliance with governance frameworks and consistency in performance reporting outputs. Management of team performance, talent development, and succession planning using the performance management system.

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