Senior Strategy Associate

Requirements

• Experience in the Nigerian or broader African financial services market

• MBA or equivalent postgraduate qualification from a leading institution

• Prior exposure to transformation or major change programs, even if not as lead

• 6–9 years of strategy experience, including strong foundation in structured problem-solving and strategic analysis

• At least 3 years at a top-tier strategy consulting firm (McKinsey, BCG, PwC, EY-Parthenon) or equivalent in-house group strategy role at a leading financial institution

• Demonstrated experience leading strategic planning or major strategic analysis end-to-end, not in a purely supporting capacity

• Financial services exposure, preferably in asset management, banking, or adjacent sectors

• Direct experience working with C-suite executives; confident operating at senior levels

• BU strategy ownership. Lead the annual strategic planning cycle for covered BUs — setting agenda, shaping strategic choices, challenging assumptions, facilitating BU management team discussion, and producing the final strategy document owned by the BU MD. The holder is accountable for the quality and rigor of the BU’s strategic thinking, not only for the process.
  

• Quarterly strategic monitoring. Run the quarterly strategy review process for covered BUs — tracking execution against plan, surfacing drift early, challenging performance narratives, and ensuring BU MDs have the analytical basis for course correction. Prepare quarterly strategy papers for BU and group forums.
  

• BU management team contribution. Sit as a scheduled member of covered BUs’ management teams. Contribute strategic perspective to operational decisions, challenge BU thinking where warranted, and ensure group-level strategic direction is reflected in BU choices.
  

• Group-level strategic work. Contribute to TAM board preparation, Group CEO advisory, board papers, portfolio economics analysis, and competitive positioning work at the group level. Aggregate BU strategic submissions into group-level views for executive and board consumption.
  

• Competitive and market intelligence. Maintain rigorous view of competitor positioning, macroeconomic and regulatory developments, and sources of competitive advantage for ARM and its BUs.