Group Systems Manager- Nairobi

Qualifications and Requirements:

• 7–10 years across enterprise systems delivery, systems development or technical product management, including at least 3 years leading teams or multi-site delivery.
  
• Strong practical experience implementing and improving ERP platforms, not only administering them; direct ERPNext or Frappe experience is highly desirable.
  
• Demonstrated experience digitizing manual operational workflows for frontline users — field, production, logistics or retail — including offline-capable data capture.
  
• Working knowledge of relational databases, APIs and integration patterns, and the ability to specify and review technical work credibly.
  
• Experience in a multi-country, multi-site or operationally intensive environment such as aquaculture, agriculture, food production, FMCG, manufacturing, logistics or retail.
  
• Demonstrated ability to complete practical system improvements and land adoption — not only design strategies, policies or architectures.
  
• Entrepreneurial track record of identifying technology-enabled business opportunities, building support, piloting solutions and converting them into sustained operational improvements.
  
• Experience managing external implementation partners, with the confidence to hold them to scope, quality and knowledge transfer.
  
• Commercially aware and disciplined in vendor, license, budget and project management.
  
• Able to communicate clearly with operational users, technical specialists and senior leadership.
  
• Willing to work regularly from operational sites and travel across the Group’s countries.
  

Key Responsibilities:

Enterprise Systems and ERPNext

• Own stable day-to-day operation, administration and user support for ERPNext and other assigned enterprise applications.
  
• Actively identify and shape opportunities for ERPNext to simplify work, remove manual activity, improve control and enable faster, better operational and financial decisions.
  
• Develop a clear view of ERPNext’s existing capabilities, underused functionality and future potential, and translate this into an ambitious but practical improvement roadmap.
  
• Challenge legacy processes and assumptions constructively; work with business owners to redesign processes before digitizing or automating them.
  
• Prototype and pilot improvements rapidly, measure the operational and control benefits, and scale successful solutions consistently across countries and functions.
  
• Establish clear issue, service-request and change-request processes, including prioritization, ownership, testing, approvals, documentation and release control.
  
• Partner with key business process owners and the Kenya and Rwanda Finance Directors, who depend on ERPNext for operational and accounting transactions, to translate agreed requirements into practical system improvements.
  
• Strengthen role-based access, segregation of duties, master-data controls, workflow discipline and audit trails.
  
• Maintain an ambitious ERPNext improvement roadmap and transparent backlog, balancing value creation, business impact, control, urgency and available capacity.
  
• Work closely with the Strategic Projects Office to structure and deliver cross-functional ERPNext and systems initiatives, with clear scope, milestones, ownership and business adoption.
  
• Engage Internal Audit on system controls, access, segregation of duties, audit trails and remediation of identified weaknesses.
  
• Coordinate integrations with Aqua, Snowflake, Power BI and other platforms with Jacques and the relevant data owners, while preserving clear system ownership.
  
• Drive measurable reductions in manual workarounds, duplicate entry and spreadsheet dependency where a controlled ERPNext solution is practical and justified.
  

Operational Digitization

• Identify where critical operational work still runs on paper, local spreadsheets or messaging, and prioritize it by operational and financial impact.
  
• Deliver operational workflows end to end; requirements, process change, configuration or build, testing, training, go-live and post-go-live support.
  
• Connect operational events into ERPNext as the system of record and make the resulting data available to the Data and BI function.
  
• Drive measurable reductions in manual workarounds, duplicate entry and spreadsheet dependency where a controlled system solution is practical and justified.
  

Leadership, Governance and Business Partnership

• Lead, coach and coordinate Systems and IT team members, clarifying ownership, priorities and expected service standards.
  
• Create simple policies, operating procedures and documentation that teams can consistently apply.
  
• Work with Country MDs, Farm Directors, Finance Directors, the Strategic Projects Office, Internal Audit and functional leaders to agree priorities; require the business to own requirements, process decisions, testing and adoption.
  
• Provide concise monthly reporting on platform health, service performance, security risks, incidents, backlog, budget and major actions.
  
• Prepare the systems, IT and cybersecurity function for an effective handover into the future Group D&T leadership structure.
  
• Create momentum for change by communicating the value of improvements, recognizing adoption barriers and driving actions through to sustained business use.
  

Success Measures

• ERPNext is stable, while the pace and business value of system improvements increase materially.
  
• New or improved capabilities deliver measurable gains in process speed, control, user productivity, data quality or decision-making.
  
• Successful pilots are converted into standard Group-wide solutions, with clear ownership and sustained adoption by business teams.
  
• Priority manual workflows are digitized at source, with parallel spreadsheets formally retired rather than tolerated.
  
• A transparent, business-prioritized systems backlog is governed through documented change control.
  
• ERPNext access, segregation of duties and audit trails are demonstrably stronger and evidenced to Internal Audit.
  
• Country teams operate within common Group systems standards while retaining accountability for execution and operational results.
  
• Dependence on the external implementation partner reduces as in-house capability grows.