Performance Management - Senior Manager

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Date: 18 Jun 2026

Location: Dubai, AE

Company: waslllc

1. JOB DETAILS:

Position Title:

Performance Management – Senior Manager

Reports to:

Head of Business Excellence

Division:

Business Transformation & Business Excellence

Department:

Support Services

Grade:

 

 

2. POSITION SUMMARY:

The Senior Manager – Performance Management is responsible for establishing and operating the organisation’s enterprise performance framework. The role defines departmental KPIs across all Wasl Group departments and functions, tracks performance, links departmental KPIs to individual objectives, and drives data-led performance improvement.

The role also designs and monitors transformation KPIs to ensure strategic initiatives deliver measurable business value, and acts as a strategic advisor to leadership on performance gaps, root causes, and improvement actions.

 

3. JOB DIMENSIONS:

Number of Staff Supervised

Direct Reports:

1

Total Reports:

1

 

4. KEY RESPONSIBILITIES AND PERFORMANCE STANDARDS:

Position-Specific Accountabilities

  1. Enterprise Performance Framework
  • Design and maintain the corporate performance management methodology and KPI governance framework.
  • Establish KPI standards, definitions, calculation logic, and ownership rules.
  • Ensure KPIs align with corporate strategy, business plans, and portfolio performance targets.
  • Implement KPI lifecycle governance:
    • Definition
    • Baseline validation
    • Target setting
    • Monitoring
    • Review & recalibration
  • Develop KPI policies, playbooks, and operating procedures.
  1. Departmental KPI Design
  • Partner with departments to define measurable performance indicators across all departments and functions.
  • Facilitate KPI workshops with business heads.
  • Translate operational processes into measurable indicators.
  • Prevent vanity metrics and enforce outcome-based measurement.
  • Ensure KPIs measure efficiency, effectiveness, quality and value creation.
  1. KPI Tracking & Performance Reporting
  • Establish automated dashboards and performance scorecards.
  • Validate data integrity and KPI calculations.
  • Produce executive monthly and quarterly performance reports.
  • Identify underperformance trends and emerging risks.
  • Perform variance analysis vs targets and historical performance.
  • Provide leadership insights.
  1. Individual Performance Alignment
  • Define and monitor KPIs for transformation programs (digital, operational efficiency, restructuring, automation, customer experience):
    • Benefit realisation tracking
    • ROI measurement
    • Adoption metrics
    • Productivity improvement indicators
    • Cycle time reductions
    • Cost savings validation
    • Change impact measurement
  • Create value tracking models before initiative launch.
  • Establish baseline metrics.
  • Monitor delivery vs promised business case.
  • Escalate benefit leakage.
  • Provide leadership transformation performance dashboards.
  1. Transformation & Strategic Initiative KPIs
  • Act as a key liaison between business, digital, IT and operations teams to ensure alignment of initiatives.
  • Facilitate process mapping, workshops and ideation sessions with diverse stakeholders.
  • Build a community of digital and process excellence champions across the organization to sustain momentum.
  1. KPI Data & Analytics Governance
  • Partner with IT and Data teams to automate KPI extraction.
  • Define single source of truth for performance data.
  • Ensure data dictionary consistency across the organisation.
  • Build predictive and trend-based performance analytics.
  1. Governance & Performance Reviews
  • Lead quarterly performance review governance.
  • Prepare CEO and executive committee packs.
  • Track action closure and improvement plans.
  • Ensure accountability across departments.
  • Maintain auditability of performance data.

Performance Metrics

  1. Core transformation programs with clearly defined, approved and monitored business cases and transformation KPIs.
  2. % of departments with strategic, operational & transformation KPIs defined and monitored.
  3. % of Individual KPIs mapped to Annual Departmental KPIs.

 

5. COMMUNICATIONS AND WORKING RELATIONSHIPS:

Internal

  • CXOs
  • Departmental Heads
  • Human Resources department
  • Information Technology department
  • Data & Analytics department
  • Other departments as required

External

  • Government and Regulatory Entities
  • Industry Partners and Associations
  • Technology Vendors
  • Consultants and Advisors
  • Suppliers and Service Providers
  • Other external organizations as required