Role purpose<\/p>\n
\tThe Head of Business Enablement is accountable for driving effective, governed, and value-led adoption of Generative AI (Gen-AI \u2013 Co-pilot, Claude) across the organisation. The role provides overall leadership for a business-facing enablement capability, ensuring that demand is addressed at the appropriate level through hands-on enablement and tactical solutioning, or escalated to core platform and engineering teams where strategic delivery is required.
\n\tThis role acts as the primary interface between business stakeholders and technology teams, owning the operating model, intake and prioritisation, governance, reporting, and service continuity.<\/p>\n
Role summary<\/p>\n
\tThe Head of Business Enablement leads a managed, business-facing Gen-AI enablement capability. The role embeds enablement resources alongside business users to drive practical adoption, rapid tactical solutions, and structured escalation of complex needs.
\n\tThis is an outcomes-driven leadership role, responsible for service performance, stakeholder alignment, and measurable value realisation over the lifecycle of the engagement.<\/p>\n
Key responsibilities<\/p>\n
Service ownership and leadership<\/p>\n
\tOwn the end-to-end Business Enablement operating model, from demand intake through triage, delivery, reuse, and measurement.
\n\tLead and manage the enablement team, ensuring appropriate coverage aligned to priority stakeholders, workflows, and adoption goals.
\n\tEnsure service continuity through effective onboarding, knowledge management, leave cover, and substitution mechanisms.
\n\tEstablish a delivery culture focused on hands-on enablement and tangible business outcomes rather than documentation-only support.<\/p>\n
Executive stakeholder management and engagement<\/p>\n
\tAct as the senior point of contact for business and technology leadership on Gen-AI enablement matters.
\n\tEstablish and run regular governance forums, including weekly operational reviews and monthly insights or steering sessions.
\n\tMaintain transparent communication on pipeline status, delivery progress, adoption, sentiment, and realised or estimated benefits.<\/p>\n
Demand intake, triage, and prioritisation<\/p>\n
\tOwn the single intake mechanism for Gen-AI -related demand, ensuring requests are captured, triaged, prioritised, and tracked transparently.
\n\tEnsure demand is shaped into clear problem statements, scope boundaries, acceptance criteria, and prioritised backlogs.
\n\tEnforce a consistent triage approach to distinguish between enablement-deliverable tactical work and platform or engineering-led initiatives.<\/p>\n
Orchestration with platform and technology teams<\/p>\n
\tAct as the translation layer between business demand and technology delivery teams.
\n\tOversee the preparation of structured escalation packs, covering problem context, business value, risks, constraints, dependencies, and success measures.
\n\tTrack progress of escalated initiatives and remain the conduit between business stakeholders and delivery teams.<\/p>\n
Governance, risk, and controls<\/p>\n
\tEnsure the enablement capability operates within organisational governance, security, privacy, and data-handling requirements.
\n\tOversee the maintenance of risk, issue, decision, and dependency logs.
\n\tEnsure all enablement artefacts, including prompts, agents, automations, and playbooks, are stored in approved repositories and remain auditable.<\/p>\n
Measurement, SLAs, KPIs, and reporting<\/p>\n
\tDefine, agree, and manage service levels and performance indicators across intake responsiveness, delivery turnaround times, training adherence, and reporting timeliness.
\n\tOwn weekly operational reporting and monthly insights packs covering adoption trends, throughput, reuse, satisfaction, and value indicators.
\n\tUse metrics and qualitative insights to continuously refine the operating model and focus areas.<\/p>\n
Mobilisation and transition management<\/p>\n
\tLead mobilisation activities, including access, tooling setup, operating rhythms, intake processes, initial backlog formation, and enablement planning.
\n\tEnsure the delivery of an initial enablement asset pack early in the engagement, including prompt templates, playbooks, and standard ways of working.
\n\tOwn the transition-out and knowledge transfer approach, ensuring sustainable handover of artefacts and know-how.<\/p>\n
Delivery model expectations<\/p>\n
\tOperate an embedded, business-facing delivery model, with frontline enablement supported by offsite capacity for asset creation and back-office activities.
\n\tDefine and manage onsite and offsite delivery expectations per role, including coverage hours and escalation paths.<\/p>\n
Required skills and experience<\/p>\n
Leadership and operating model capability<\/p>\n
\tStrong executive stakeholder management and facilitation skills.
\n\tProven experience owning and scaling business enablement or adoption-focused operating models.
\n\tDemonstrated ability to lead multidisciplinary teams in a managed service or outcome-based delivery model.<\/p>\n
Gen-AI and technology enablement<\/p>\n
\tDeep understanding of Gen-AI concepts and enterprise adoption patterns.
\n\tExperience balancing rapid tactical delivery with longer-term platform or engineering initiatives.
\n\tStrong ability to translate business problems into fit-for-purpose delivery pathways.<\/p>\n
Ways of working<\/p>\n
\tOutcome-oriented, pragmatic, and comfortable operating in fast-moving environments.
\n\tStrong governance and reporting discipline, with an emphasis on transparency and measurable value.
\n\tConfident operating at both strategic and execution levels, from executive forums to delivery oversight.<\/p>\n
Key deliverables owned by the role (through the team)<\/p>\n
\tBusiness Enablement operating model and mobilisation artefacts.
\n\tDemand intake log, prioritised backlog, and triage outcomes.
\n\tStructured escalation packs for platform or engineering delivery.
\n\tReusable enablement assets, including prompt and agent libraries.
\n\tTraining and adoption plans and artefacts.
\n\tWeekly operational updates and monthly insights reports.
\n\tRisk, issue, decision, and action registers.<\/p>\n
Performance measures (illustrative)<\/p>\n
\tAdherence to agreed service levels across intake, triage, delivery, and reporting.
\n\tAdoption and engagement across priority user cohorts.
\n\tThroughput and reuse of enablement assets.
\n\tStakeholder satisfaction and perceived value.
\n\tDemonstrable time, quality, or productivity improvements linked to enablement.<\/p>\n
Preferred experience<\/p>\n
\tExperience enabling Generative AI or automation Within Financial Services, Investment Banking, or Similarly Regulated Industries.
\n\tPrior exposure to Managed Service Delivery Models with clear SLAs, KPIs, and reporting requirements.
\n\tExperience working with Centre-Of-Excellence-Style Enablement Teams.
\n\tNumber of years’ experience: 5-7 years\u00a0
\n\t\u00a0<\/p>\n
go to method of application \u00bb<\/p>\n
Apply via company website ( http:\/\/www.boardroom.co.za ) or<\/p>\n
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