Business Transformation Manager at Mohinani Group

Role Summary 

• The Transformation Manager is a critical delivery role within the Mohinani Group's BOLD Transformation, responsible for creating the execution conditions that enable the transformation to move at pace and deliver measurable results. Operating at the heart of the BOLD PMO, the Transformation Manager drives cross-functional change programmes, coordinates workstream delivery across Business Units and functional teams, and ensures that the transformation agenda is anchored in strong governance and clear accountability.
• There are two Transformation Managers within the BOLD structure, one leading transformation delivery in Nigeria (Lagos), and one in Ghana (Accra), each accountable for driving transformation progress within their respective country context while maintaining full alignment with the Group-wide programme agenda. Reporting directly to the Head of PMO, the Transformation Manager acts as the primary coordination and delivery interface at country level, translating programme direction into structured execution, keeping workstreams on track, and ensuring the Head of PMO has the visibility and support needed to manage the transformation at Group level.

Key Activities

•  Programme Architecture & Planning – Maintain the BOLD Transformation country roadmap, sequencing workstreams, milestones, and interdependencies across all assigned Business Units and functional workstreams. – Translate programme direction from the Head of PMO into a structured, executable plan with clear phases, deliverables, timelines, and accountable owners. – Identify critical path activities and flag risks to the plan before they become blockers, bringing solutions, not just issues, to the Head of PMO. – Ensure the programme plan is a living document: updated and re-communicated following significant decisions or directional changes.
• Governance & Decision Management – Maintain the Actions & Decisions Register, ensuring every decision is logged, approved, owned, and protected from informal revision. – Enforce the decision-reopening protocol, no decision is revisited without a formal change request and team review with relevant stakeholder(s) alignment. – Prepare governance packs and decision papers for sponsor and stakeholder engagements, ensuring they are purposeful, evidence-based, and aligned to transformation strategy. – Serve as the country-level custodian of the Team Working Framework, ensuring it is followed consistently and escalating where it is not.
•  Stakeholder Engagement & Communication – Manage the stakeholder engagement map for the country, knowing who needs to be informed, consulted, or actively involved at each stage of the transformation. – Facilitate structured, purposeful engagements with BU leaders, ensuring each interaction has a clearly defined objective aligned to the programme. – Prepare BOLD updates for different stakeholder groups, ensuring communication is clear, timely, and adapted to the audience. – Build and maintain productive working relationships with HR, Finance, and BU leads to ensure cross-functional alignment at country level. – Proactively communicate progress, risks, and changes to the Head of PMO on a predictable, written schedule, surfacing issues early rather than reactively.
•  Workstream Coordination & Integration – Coordinate across Business Unit and functional workstreams to ensure integration and prevent duplication of effort. – Identify and actively manage interdependencies between workstreams, flagging where one team's delay or decision impacts another. – Chair or facilitate regular workstream check-ins, ensuring owners are on track and blockers are surfaced and resolved early. – Maintain a consolidated view of all workstream progress for reporting and escalation to the Head of PMO. – Build and maintain clean knowledge-sharing mechanisms across BOLD workstreams, ensuring information flows efficiently and consistently.
• Change Management & Adoption – Develop and execute a change management approach that genuinely brings BU leaders and their teams along with the transformation, not merely alongside it. – Proactively identify resistance or adoption gaps early and design targeted interventions in partnership with the HR workstream. – Ensure transformation tools, templates, and BOLD materials are kept current and applied consistently across workstreams. – Track organisational readiness at each milestone gate, flagging where additional change support is needed before advancing to the next phase. – Drive a people-centred transformation approach that embeds lasting cultural change and strengthens organisational resilience.
•  Operational Efficiency & Process Improvement – Identify operational inefficiencies within workstreams and design targeted interventions to optimise processes and strengthen performance. – Support workstream leads in implementing process improvements, applying structured methodologies where appropriate. – Promote a culture of continuous improvement, encouraging teams to surface inefficiencies and take ownership of their resolution with KPI’s/metrics to maintain and sustain improvements. – Actively debottleneck the Head of PMO by managing day-to-day programme coordination, escalating only material issues that require senior intervention.

Key Competencies 

• Programme & Project Management
• Strategic Thinking & Planning
• Change Management & Adoption
• Stakeholder Engagement & Influence
• Governance & Decision Management
• Analytical & Data-Driven Thinking
• Structured Communication
•  Leadership & Team Effectiveness
• Operational Process Improvement
• Adaptability & Resilience

Position Requirments

• Education – Bachelor's degree in Business Administration, Management, Economics, or a related field required. – Master's degree (MBA or equivalent) preferred. – Certification in programme management, change management, or a related discipline an advantage.
• Experience – Minimum of 12 years total work experience with 8-10 years of progressive experience in transformation, programme management, strategy, consulting, or change management. – Demonstrated experience managing cross-functional programmes across multiple business units or geographies. – Proven track record in developing and implementing transformation governance frameworks and delivery roadmaps. – Experience engaging and influencing senior stakeholders, including at executive leadership level. – Operational experience within Sub-Saharan Africa, knowledge of the Nigerian and/or Ghanaian business environment is a strong advantage. – Experience in a multi-sector or diversified group environment is a plus.