Posted 19 days ago
Programme Director – Oracle Cloud ERP
AI Summary
Provides strategic authority and executive accountability for a multi-entity, multi-country Oracle Cloud ERP transformation programme, governing delivery across implementation phases and leading the transition from external partner to internal delivery ownership.
About this role
Strategic authority and executive accountable for the Oracle Cloud ERP programme
Entity: Oracle ERP Centre of Excellence
Programme: Oracle Cloud ERP transformation — multi-entity, multi-country rollout
Reporting line: Chief Transformation Officer
Primary scope: Programme governance, executive arbitration and delivery accountability
Contract: 24 contract
Languages: Professional fluency in English - French is a plus
Mobilisation: September 2026
PURPOSE OF THE ROLE
Provide strategic authority for the Oracle Cloud ERP programme: chair its principal governance bodies, ensure end-to-end delivery across implementation phases and lead the progressive transition of delivery responsibility from the external implementation partner to the internal delivery organisation. The role protects scope, budget, schedule, quality and Group-template integrity while building the governance model and reusable assets for subsequent internally led rollout waves.
KEY RESPONSIBILITIES
• Governance: chair the Change Advisory Board, represent the programme at the Group Steering Committee, approve structural decisions and partner amendments within the delegation framework, and maintain executive alignment across sponsors, operating companies and vendors.
• Delivery accountability: deliver against approved scope, budget, schedule and quality; oversee readiness gates, milestones, cross-workstream dependencies and critical-path decisions; direct corrective action on major risks.
• Commercial and contractual: act as strategic vendor / implementation-partner interface, sponsor resolution of major disputes, approve change requests, and ensure transparent visibility of financial exposure, commitments and forecast.
• Design Authority and quality: ensure clear decision rights, evidence and traceability; protect the Group template and govern material deviations; ensure independent internal review of partner deliverables and robust go/no-go criteria.
• Risk and stakeholders: own top-level escalation and executive reporting; maintain engagement across Group Finance, Group IT, operating-company leadership and external partners, with clear accountability between all parties.
• Capability transfer: lead the move from partner-led to joint and internally led delivery; sponsor knowledge transfer and competency gates; make governance assets, playbooks and runbooks reusable across waves.
CANDIDATE PROFILE
• Bachelor's or Master's degree (IS, Engineering, Business or Finance); 15+ years leading complex IT / ERP programmes, including multi-country, multi-entity transformations with C-level governance and major supplier management.
• Strong experience with Oracle, SAP or comparable Tier-1 ERP implementation programmes.
• Professional fluency in English and French is mandatory — the programme operates in both languages across its deployment countries.
• Programme governance (CAB, RACI, readiness gates, executive reporting, risk), and commercial / contract governance of major system integrators and software vendors.
• Solid grasp of cloud ERP delivery: design authority, data migration, testing, cutover and operating-model transition; financial planning and change control.
• Executive presence and sound judgement under pressure; able to arbitrate competing scope, budget, schedule and quality priorities; politically aware, cross-cultural leader of high integrity.
• Willingness to travel and work across multiple deployment locations in Africa and the Middle East (Madagascar, Senegal, Togo and Egypt).
• Certifications: PgMP, PMP or PRINCE2 Practitioner strongly preferred; Oracle Cloud ERP / Fusion accreditation preferred; TOGAF an advantage.
SUCCESS INDICATORS
Delivery within approved scope, budget, schedule and quality; controlled readiness gates and go/no-go decisions; effective management of partner commitments and amendments; Group-template integrity; measurable progression of internal delivery autonomy; reusable governance assets and a successful transition to the permanent internal delivery model.
Skills
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