Transformation Project Manager & Executive Advisor to the CEO
Organizational Performance • Business Transformation • ERP-Enabled Execution • Grant & Project Development • Talent Development
About the Role
ORGANIC LIQUID FERTILIZER PRODUCING P.L.C. is seeking a practical, results-driven Transformation Project Manager & Executive Advisor to the CEO to turn company priorities into disciplined execution and measurable business results. This is a hands-on project leadership and executive-advisory role—not a traditional HR administration position. The successful candidate will coordinate cross-functional improvement projects, strengthen management accountability, improve ERP adoption, and build the organizational and people systems needed for sustainable growth.
Working closely with the CEO and General Manager, the role will establish clear project plans, milestones, accountable owners, deadlines, performance indicators, and reporting routines. It will help the company reduce dependence on day-to-day CEO intervention by making execution more visible, systematic, and accountable across departments. The General Manager and department heads retain their operational management authority; the role coordinates, tracks, challenges, advises, and escalates delivery risks.
Purpose and Expected Results
- Translate strategic priorities and CEO-sponsored transformation initiatives into actionable project plans with clear deliverables, owners, milestones, budgets where applicable, and deadlines.
- Create a reliable performance-management rhythm linking company targets, departmental plans, individual responsibilities, actual results, root-cause analysis, corrective actions, and follow-up.
- Improve the use of the company ERP as the primary source for operational, workforce, and management information; reduce parallel manual reporting where practical.
- Strengthen organizational effectiveness, role clarity, workforce capability, talent development, and accountability.
- Give the CEO and General Manager concise, evidence-based visibility into project status, performance gaps, risks, decisions required, and overdue actions.
- Build repeatable systems that help the company execute consistently and reduce unnecessary escalation of routine operational matters to the CEO.
- Identify suitable grant, donor, institutional funding, and strategic partnership opportunities that advance Eco Green’s approved business, research, climate, soil-health, waste-to-value, farmer-impact, and manufacturing priorities.
- Convert priority initiatives into credible, fundable projects with clear objectives, implementation plans, budgets, measurable outcomes, monitoring and evaluation frameworks, and sustainability arrangements.
- Key Responsibilities
- 1. Transformation Project Management
- Manage the approved portfolio of CEO-sponsored transformation projects from initiation through implementation, handover, and benefits review.
- Prepare project charters, work plans, milestones, responsibility matrices, risk and issue logs, change plans, and weekly status reports.
- Coordinate cross-functional teams, remove coordination bottlenecks, follow up on commitments, and escalate unresolved issues promptly.
- Maintain a single, current transformation tracker showing deliverables, accountable owners, deadlines, progress evidence, dependencies, and decisions required.
- Ensure each project has measurable outcomes and that completed activities translate into adopted processes and sustained business improvements.
2. Organizational Performance and Accountability
- Translate annual and periodic company priorities into departmental and team-level plans, KPIs, targets, and review routines in coordination with the CEO, General Manager, and department heads.
- Track target versus actual performance, validate supporting evidence, identify root causes of gaps, and ensure corrective actions have named owners and due dates.
- Facilitate structured weekly and monthly performance reviews and maintain a clear record of decisions, actions, overdue items, and closure evidence.
- Identify recurring execution failures, unclear responsibilities, inefficient processes, and capacity constraints; recommend practical corrective measures.
- Promote a culture of delivery, transparency, continuous improvement, and accountability without replacing line managers’ responsibilities.
3. ERP Adoption and Process Improvement
- Work with department heads, the ERP/IT team, and process owners to increase consistent use of the ERP for approved workflows, data entry, approvals, and reporting.
- Map priority processes, identify manual workarounds and data-quality problems, and coordinate process redesign and user adoption plans.
- Track ERP usage, data completeness, timeliness, user compliance, and recurring system or process issues; ensure issues are assigned and resolved.
- Develop simple standard operating procedures, process maps, job aids, and training or coaching plans to support implementation.
- Verify that new processes are used in daily work and that improvements are sustained after project handover.
4. Talent, Organization and Change Management
- Coordinate workforce planning, role and responsibility clarity, competency assessments, onboarding, performance management, learning and development, succession planning, and talent reviews with the responsible HR function and managers.
- Support organization-structure and job-design reviews to ensure roles, reporting lines, decision rights, and capabilities align with business priorities.
- Plan and coordinate change communication, stakeholder engagement, training, and adoption activities for transformation projects.
- Use workforce and performance data to identify capability gaps and propose targeted development interventions.
- Help managers address performance and people issues early, fairly, consistently, and in line with company policy and applicable law.
5. Grant Development, Project Planning and Evaluation
- Monitor grant calls, donor programmes, institutional funding windows, challenge funds, and partnership opportunities; verify eligibility, strategic fit, allowable costs, deadlines, co-financing requirements, and submission conditions using official sources.
- Maintain a live funding-opportunity and partnership pipeline, including funder priorities, eligibility assessments, opportunity scores, deadlines, relationship status, next actions, submission decisions, and lessons learned.
- Prepare and coordinate concept notes, expressions of interest, full proposals, technical narratives, project plans, logical frameworks, theories of change, workplans, implementation schedules, and supporting documentation.
- Develop proposal budgets, budget narratives, co-financing plans, value-for-money justifications, resource requirements, procurement assumptions, and financial forecasts with Finance and relevant technical and operational teams.
- Coordinate internal technical inputs and validate claims, baselines, evidence, targets, and impact statements with relevant departments; ensure proposals are realistic, evidence-based, aligned with company priorities, and approved before submission.
- Design project monitoring, evaluation, accountability and learning arrangements, including baselines, output and outcome indicators, targets, data sources, reporting frequency, evaluation methods, risk registers, and corrective-action processes.
- Coordinate approved funded projects from award and inception through implementation, partner coordination, milestone tracking, budget monitoring, risk management, documentation, donor reporting, close-out, and sustainability or scale-up planning.
- Maintain grant compliance and reporting calendars; track contractual obligations, deliverables, visibility requirements, procurement conditions, evidence records, and reporting deadlines, escalating risks or deviations promptly.
- Map and develop relationships with donors, government institutions, NGOs, universities, research bodies, development partners, agricultural organizations, and other relevant institutions; prepare company profiles, briefs, presentations, correspondence, and partnership concepts.
- Coordinate with the CEO, General Manager, Finance, Commercial, Production, R&D/technical, and other departments to move opportunities through qualification, positioning, relationship development, proposal preparation, approval, submission, negotiation, and follow-up.
- Apply a disciplined go/no-go process before committing company resources to an application, assessing strategic alignment, eligibility, impact, feasibility, delivery capacity, sustainability, partnership strength, and value for money.
- Maintain a central repository of submitted proposals, budgets, approvals, agreements, correspondence, donor requirements, project reports, evaluation findings, and lessons learned, protecting confidential and commercially sensitive information.
6. Reporting, Risk and Benefits Realization
- Provide concise weekly progress reporting to the designated executive sponsor, highlighting status, evidence of progress, overdue actions, risks, blockers, and decisions needed.
- Prepare monthly portfolio reviews covering milestones achieved, schedule and budget variance where relevant, KPI movement, risks, and corrective actions.
- Maintain accurate project documentation, decision logs, change records, and handover materials.
- Define baseline measures and track whether each initiative delivers its intended operational, financial, service, or workforce benefits.
- Escalate material risks, repeated non-delivery, resource conflicts, and decisions outside the role’s authority to the appropriate executive.
First 20-Day Deliverables
By Day 5: Review the company’s approved priorities, ongoing transformation initiatives, organizational structure, available KPI reports, ERP workflows, and grant/project development needs. Meet with the CEO, General Manager, and relevant department heads to confirm priorities, scope, decision rights, and immediate expectations.
By Day 10: Submit a concise diagnostic assessment identifying key execution gaps, overdue actions, KPI and reporting weaknesses, ERP-adoption issues, priority process-improvement needs, and the main risks. Establish a single transformation tracker with deliverables, accountable owners, deadlines, evidence requirements, and escalation status.
By Day 15: Prepare initial project plans and corrective-action proposals for the highest-priority transformation initiatives, including milestones, owners, deadlines, success measures, dependencies, and risks. Propose a practical weekly follow-up and management-reporting routine in coordination with the General Manager.
By Day 20: Present a CEO-ready 90-day implementation roadmap, prioritized grant and partnership pipeline, funding-opportunity calendar, proposal-readiness checklist, and at least one initial concept note or partnership concept for review. Include a proposed monitoring and evaluation framework for priority projects, with baselines or data gaps, indicators, targets where agreed, evidence sources, reporting frequency, and next actions. The 20-day period is for assessment, planning, and initial deliverables—not a guarantee of grant awards or full implementation outcomes.
Performance Measures
- Percentage of approved project milestones completed on time and accepted against defined criteria.
- Percentage of corrective actions closed by their due dates with evidence of completion.
- Quality and timeliness of project status reports and management dashboards.
- Improvement in ERP adoption, data accuracy, and use of approved digital workflows.
- Progress against agreed departmental performance and organizational improvement indicators.
- Evidence that implemented changes are adopted, sustained, and producing measurable benefits.
- Quality and timeliness of grant concepts, proposals, budgets, and supporting documents submitted for approval or to funders.
- Number and quality of qualified funding and institutional partnership opportunities progressed through the pipeline, with successful awards tracked against eligible submissions and realistic targets.
- Compliance with proposal, project, donor-reporting, contractual, and evaluation deadlines and requirements.
- Quality of project baselines, indicators, monitoring data, evaluation findings, risk controls, and evidence of measurable results.