Career Journey (Back-up)

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A visible career path is the basis of work engagement and proactivity!

One of the biggest challenges we’re facing in Bulgaria is the labor market that is yet developing its entrepreneurial and freelance landscapes. Moreover, society as a whole is just forming its business environment and self-driven, proactive attitude.

Standardization and active regulation are not yet established across the whole market. This results in multiple employers implementing illegal practices or mistreating employees. Similar cases often occur, which led to employees being distrustful of employers, especially when first approaching them.

We wanted to be fully transparent in what we’re looking for but also in what we are providing in return. It’s our belief that both-sided fairness is what stands at the core of developing a good product. Employers spend years in creating strategies to make their personnel engaged when one of the most valuable factors is to treat them with respect and to be fair.

Furthermore, for us, the industry, and the whole market, it’s vital to address the immaturity and start developing a business environment that puts more freedom and responsibilities in the hands of employees and stimulates a proactive and creative attitude.

To contribute to establishing the business culture more widely, we’ve developed our own internal Career Journey. The Journey is aimed at current and potential employees and presents them with clear Career Paths, Career Frameworks, responsibilities, accountabilities, and Salary Grids at every stage of their professional growth.
We’ve also taken the time to research and understand different employees' behaviors and goals to ensure the Career Journey addresses the needs of everyone. For example, we found out that there’re area experts that want to develop their skills more in-depth rather than manage others and created a separate framework that is aimed at their career path. This way, we’re not only setting the right expectations during the initial contact but are also educating people regarding the good practices and the right mindset for career development.

Another challenge we faced was the fact that business models and established processes and structures within different companies sometimes vary greatly, and due to this, people can’t always orient and promptly adapt within a new work environment. To give each team member greater visibility of everyone’s responsibilities and accountabilities, we’ve also developed a RACI Chart for each team.

To stimulate the proactive mindset and be sure that employees will always have the clearance they need to feel comfortable, calm and engaged, we’re doing personal evaluations upon employees' requests. This way people within the company know how are they performing, what’s the area for improvement, what’s required of them to grow career-wise, and what they can expect in the future.

Implementing the Career Journey helped us not only increase the number of applicants we are receiving for each position but also drive proactivity and self-development within the organization. Furthermore, it greatly improved the visibility of every employee, making them feel calmer and helping them focus on their work, rather than on understanding different processes.

Structure of the Career Journey

When we finally understood that our employees and candidates have different aspirations considering their cultural background and experiences, we created a Career Journey that could embrace every singularity.

Our Career Journey is composed of:

- Career Paths

  • There are two options of Paths:

> Individual Contributors Path, where the development is focused on technical skills.
> Managers Path, where the development is focused on management skills.

- Career Frameworks

  • Each Path is formed by the same Frameworks
  • There are 18 Frameworks per Path and even though they are the same, the focus of development will be different
  • The Frameworks are categorized in 4 groups: Technical Engineers, Marketing, Business Development & Operations.
Career Frameworks
Group 1: Technical Engineers Web Development
Android Development
DevOps
System Administration
Automation QA
Software Testing
Group 2: Marketing Strategic Marketing
Digital Marketing
Community Management
Design
WebSite Development
Group 3: Business Development Strategic Business Development
Product Management
Partner Success
UX Design
Project Management
Group 4: Operations Accounting
Operations & HR

Career Paths

Individual Contributors Path

As mentioned before, Secure Group employees have the opportunity to grow horizontally. But how does it work exactly?

Evey Career Framework of the Individual Contributors Path has

  • 6 Levels: Changing Levels require a significant development from our employees and can be considered in the traditional management model as a promotion, therefore there's the need for approval from our Executives and Finance Team. For Individual Contributors, the Level is related to the complexity of the job and a variety of other criterias which we will explain in detail below.
  • 4 Steps: Changing Steps require a subtle development but yet notable change of attitude. The Step is related to Initiative & Ownership, so each manager has the flexibility of placing their subordinates in the matrix according to what they think it's fair and there's no need of approval from Executives or Finance Team.


In order to progress in the Career Journey, all Individual Contributors will need to:

- General Knowledge: a list of indispensable softwares, tools, platforms and more, for Secure Group, that you will need to know (it can be a little bit out of the scope of your position).
- Specific Knowledge: a list of concepts, tools, software and etc, that are indispensable for you to develop under the scope of your position.
- Basic IT concepts: a list of essential concepts that we consider to be basic for our Frameworks and that we expect employees to master..
- Secure Group Knowledge: a list of products, company profile and features that you will need to know in order to succeed in Secure Group.

To remember:
- You can check the specifications of your Framework of interest in the related Framework page
- Once the employee reaches Level 3 on the chosen Career Framework, he/she will have to decide which Path to continue following: Individual Contributor Path or Management Path.
- Considering our current business situation, there's no possibility of Individual Contributor Path for the following frameworks: Project Management and Operations & HR. Therefore, we separated Level 1 and 2 in each Path to accommodate this need.


General ICs Job Level Chart
Levels Chart
IC Path Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Knowledge (application of the KAI) Understands how to use professional concepts. Continually develops professional expertise and skills. Applies relevant knowledge to find resolutions for a variety of issues on a daily basis. Possess a full understanding of tasks/projects; resolves a wide range of issues in creative ways. Has a wide-ranging experience, is capable of using professional concepts and objectives correctly in order to accomplish tasks. Has broad expertise or unique knowledge, uses a variety of skills to contribute to the development of Secure Group's business model, objectives, and principles and to achieve goals in creative and effective ways. Capable of transmitting knowledge to the other departments/employees (tech-sessions). Expert in the field uses professional concepts in developing a resolution to critical issues and broad business matters. It's recognized in the industry.
Your focus is on learning with guidance from others. Your focus is on continuous self-learning. Your focus is on developing through on-the-job experience. Your focus is on applying and enhancing knowledge or skill. Your focus is on broad organizational/professional issues. Your focus is strategic.
In Practice: the KAI will be most likely filled with grades of proficiency of 2 and 3 and may have some items graded with 4. In Practice: the KAI will be most likely filled with grades of proficiency of 3 and 4 and may have some items graded with 5. In Practice: the KAI needs to be filled with a minimum grade of 4 in all items. In Practice: the KAI will be most likely filled with grades of proficiency of 4 to 6. In Practice: the KAI will be most likely filled with grades of proficiency 5 and 6. In Practice: the KAI is filled with almost every item with a grade of proficiency of 6.
Knowledge of Secure Group Strategy (published in the Balanced ScoreCard) Applies Secure Group policies and internal procedures to resolve issues on a daily basis. Has some understanding of Secure Group's strategic plan, products, and market space. Understands Secure Group's strategy and contributes effectively to the business' goals in it. Can easily explain Secure Group's strategies as part of his day-to-day job and acts like an owner of the business' goals. Has a deep understanding of Secure Group's strategy and it's directly responsible for achieving one or more business' goals. Acts like a spokesperson for Secure Group Strategic Plan, market space, and products and has a thorough, holistic understanding of the business.
In Practice: the employee is informed and follows our Internal Rules and policies. The employee knows there's a Strategic Map for the company and by department. In Practice: the employee knows how to explain the overall strategy shown in the Strategic Maps and which products we sell and to whom. In Practice: the employee knows exactly which KPIs and Initiatives are being tracked in order to reach the business goals shown in the Strategic Map of their department and can direct the tasks/projects to accomplish them. In Practice: the employee is the owner of KPIs and some Initiatives from their department's Strategic Map, contributes to the business goals and can easily understand how it all relates to Secure Group overall strategy In Practice: the employee is the owner of a significant number of Initiatives in their department, it's completely responsible for achieving goals in their department and contributes directly to one or more business goals from Secure Group Strategic Map. In Practice: the employee is responsible for achieving a significant amount of business goals from Secure Group General Strategic Map. It's usually the owner of a whole Strategic Theme.
Job Complexity (defined in the RACI) Works on limited scope issues. Works on problems of moderate scope where analysis of situations or data requires reviews from a manager. Works on problems of diverse scope specified in the RACI where analysis of data requires evaluation of already identified factors. Works on complex issues determined in the RACI where analysis of situations or data requires an in-depth evaluation of a variety of factors. Works on important and unique tasks where analysis of situations or data requires an evaluation of intangible factors. Works on issues that impact business success or addresses future concepts, products, and technologies.
The employee is informed about our documentation process and knows how to find information when needed. The employee is responsible for gathering relevant information and data for superiors to create documentation. The employee is responsible for writing the documentation that is under its responsibility/accountability with the review from superiors. The employee is responsible for selecting processes creating documentation for the department. The employee is responsible for prioritizing and ensuring that the documentation is relevant and applicable to a variety of departments. The employee is responsible for designing processes from scratch in order for the teams to document them.
Follows the standard practices, procedures, and processes defined in the RACI. Exercises judgment within defined procedures and practices described in the RACI to determine appropriate action. Demonstrates good judgment in selecting methods and techniques that act as effective solutions driving tangible results. It is capable of exercising judgment to select and define methods, techniques and evaluation criteria that act as effective solutions driving tangible results. Exercises independent judgment in defining methods, techniques and evaluation criteria that act as effective solutions driving tangible results. Acts as a spokesperson for Secure Group.
Supervision Normally receives detailed instructions on different tasks. Usually receives general instructions on routine work and detailed instructions on new projects or assignments. Normally receives little instruction on day-to-day work, general instructions on new assignments/projects. Determines the methods and procedures to be followed on new assignments and acts as an advisor to other employee's activities. Acts independently to determine methods and procedures on new or special assignments. Supervises and advises the activities of others. Exercises wide latitude in determining objectives and approaches to critical assignments.
Culture Code It's informed and understands the Culture Code. Has adherence to the Culture Code. Has strong adherence to the Culture Code. Has strong adherence to the Culture Code. Has strong adherence to the Culture Code. Has strong adherence to the Culture Code.
General ICs Job Step Chart
Steps Chart
IC Path Step 1 Step 2 Step 3 Step 4
Level 1 Ownership: No ownership, receives instructions on almost all tasks. Ownership: Little ownership, receives instructions on most tasks. Ownership: Some ownership, receives instructions on some tasks. Ownership: Increasing ownership, can work independently on many routine tasks.
Initiative: None expected, does work as instructed. Initiative: Little expected, does work as instructed. Initiative: Starts taking the initiative by asking questions and learning more about the tasks/projects. Initiative: An Increasing by asking targeted/relevant questions.
Level 2 Ownership: Works mostly independently on individual tasks. Ownership: Works on individual tasks entirely independently. Ownership: Mastering ability to break down projects into tasks; co-owns projects with strong guidance. Ownership: Co-owns projects' and owns pieces of larger projectss with decreasing guidance.
Initiative: Begins deeper questioning of processes to understand them better. Initiative: Deep questioning of processes; begins to suggest improvements. Initiative: Shows some initiative through optimization of existing processes. Initiative: Takes more initiative through iterating on existing processes.
Level 3 Ownership: Co-owns projects and individually owns pieces of larger projects in their area completely. Ownership: Fully owns projects in their area with the guidance of superiors. Ownership: Fully owns projects in their area with decreasing guidance. Ownership: Owns projects in their area wholly.
Initiative: Makes relevant decisions within their scope without constantly seeking consensus. Initiative: Makeseffective decisions within their scope without seeking consensus. Initiative: Takes some initiative through identifying gaps and opportunities. Initiative: Takes more initiative through identifying gaps and opportunities.
Level 4 Ownership: Works independently and owns projects entirely, both in their area and cross-functionally. Ownership: It is seen as a mentor and known as the expert in their subject area. Ownership: Identifies and proactively attacks significant challenges and problems in their area. Ownership: Leads adoption of new systems/tools/methodologies and/or technologies in their area.
Initiative: Gives guidance and unblocks stuck processes; finds opportunities to mentor and grow teammates. Initiative: Gives guidance and unblocks others; finds opportunities to mentor and grow teammates. Initiative: Shows some discretion in delegating tasks and focusing on a higher level. Initiative: Shows more discretion in delegating tasks and focusing on higher levels.
Level 5 Ownership: Conceives and owns projects entirely, both in their area and cross-functionally. Identifies scopes and work stages to transform them into well-defined milestones for projects or initiatives. Ownership: Demonstrates knowledge of industry trends; researches and leads adoptionof new approaches or technologies in their area. Ownership: Starts being involved in setting direction at an area level. Ownership: It's wholly involved in setting direction at areas level.
Initiative: Minimizes the complexity of projects/processes to get to work more effectively. Initiative: Reduces the complexity of projects/processes to get more done with less work. Initiative: Takes some initiative in identifying and solving important problems, often coordinating cross-functionally within departments. Initiative: Takes more initiative to identify and solve important problems, often coordinating cross-functionally within departments.
Level 6 Ownership: Drives projects on which multiple teams depend on. Ownership: As subject matter expert (recognized authority), plays a crucial role in developing the overall company strategy. Ownership: Decisions have a direct impact on the long-term success of Secure Group. Ownership: Leads the company in developing direction in significant areas.
Initiative: Routinely and consistently pushes forward multiple teams/areas within the company. Initiative: Drives the conversation about the area’s direction, drives team-wide consensus to develop and adopt orientation. Initiative:Identifies significant strategic opportunities to allow Secure Group to 'grow as a business. Initiative: Identifies and acts on significant strategic opportunities to allow Secure Group to achieve global strategic goals.

Management Path

Even though we have many employees that decide to develop their technical skills and grow differently in the Journey, we still have some employees that are interested in advising people and developing their management skills.

Evey Career Framework of the Management Path has

  • 6 General Levels: Changing Levels require a significant development from our employees and can be considered in the traditional management model as a promotion, therefore there's the need for approval from our Executives and Finance Team. For the ones following the Management Path, the Level is related to a variety of criterias which we will explain in detail below.
    Once the employee reaches Level 3 on the chosen Career Framework, he/she will have to decide which Path to continue following: Individual Contributor Path or Management Path.
  • 3 "C" Levels: for executives to keep the progression - the criterias are still not defined once we still don't have this layer structured in our Company.
  • 4 Steps: Changing Steps require a subtle development but yet notable change of attitude. The Step is related to the Core Duties, so each manager has the flexibility of placing their subordinates in the matrix according to what they think it's fair and there's no need of approval from Executives or Finance Team.


In order to progress in the Career Journey, everyone following the Management Path will need to:

- General Knowledge: a list of indispensable softwares, tools, platforms and more, for Secure Group, that you will need to know (it can be a little bit out of the scope of your position).
- Specific Knowledge: a list of concepts, tools, software and etc, that are indispensable for you to develop under the scope of your position.
- Basic IT concepts: a list of essential concepts that we consider to be basic for our Frameworks and that we expect employees to master..
- Secure Group Knowledge: a list of products, company profile and features that you will need to know in order to succeed in Secure Group.


To remember:
- You can check the specifications of your Framework of interest in the related Framework page
- Once the employee reaches Level 3 on the chosen Career Framework, he/she will have to decide which Path to continue following: Individual Contributor Path or Management Path.
- Considering our current business situation, there's no possibility of Individual Contributor Path for the following frameworks: Project Management and Operations & HR. Therefore, we separated Level 1 and 2 in each Path to accommodate this need.


General Management Job Level Chart
Levels Chart
Management Path Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Trainee Coordinator Manager Sr. Manager Head of Director
Scope (based on the RACI, Internal Rules & Balanced Scorecard) Receives assignments in the form of objectives with goals and instructions to contribute in some part of the department process. Receives assignments in the form of objectives with goals and instructions on the process for meeting goals. Manages a wide range of processes. Receives assignments in the form of objectives with goals and instructions on the process for meeting goals. Management reviews work to measure the meeting of objectives. Establishes and maintains the department's strategy. Receives assignments in the form of objectives and determines how to use resources to meet schedules and goals. Senior management reviews objectives proposed by Heads to determine the success of the operation. Focuses on strategic goals. Establishes objectives and work plans and delegates assignments to subordinates. Participates with other senior managers to establish strategic plans and objectives.
Understands established policies from Secure Group. May provide directions to employees according to established policies. Administers company policies that could affect employees from the same department. Plan, direct and coordinate the departments' policies. Provides direction to employees according to established policies and management guidance. Administers company policies that directly affect subordinate employees or individual contributors. Guides subordinates within the latitude of established company policies. It is involved in developing, modifying and executing company policies that affect immediate operations and may also have company-wide effect. Makes final decisions on administrative or operational matters and ensures goals are met through operational efficiency.
Is informed about Secure Group Strategic Map & overall Strategy.

* In Practice: The employee knows there's a Strategic Map for the company and by department.

Knows how to explain the overall strategy shown in the Strategic Maps from both Secure Group and relevant department.

* In Practice: The employee knows the business goals and the main KPIs and Initiatives to reach them.

Understands Secure Group's strategy and contributes effectively to the business' goals in it.

* In Practice: the employee knows exactly which KPIs and Initiatives are being tracked in order to reach complete the business goals shown in the Strategic Map of their department and can direct the tasks/projects to accomplish them.

Can easily explain Secure Group's strategies as part of his day-to-day job and acts like an owner of the business' goals.

* In Practice: the employee is the owner of KPIs and some Initiatives from their department's Strategic Map, contributes to the business goals and can easily understand how it all relates to Secure Group overall strategy

Has a deep understanding of Secure Group's strategy and it's directly responsible for achieving one or more business' goals.

* In Practice: the employee is the owner of a significant number of Initiatives in their department, it's completely responsible for achieving goals in their department and contributes directly to one or more business goals from Secure Group Strategic Map.

Acts like a spokesperson for Secure Group Strategic Plan, market space, and products and has a thorough, holistic understanding of the business.

* In Practice: the employee is responsible for achieving a significant amount of business goals from Secure Group General Strategic Map. It's usually the owner of a whole Strategic Theme.

Complexity Works on issues to acquire enough data for peers to analyze relevant factors. Works on issues where analysis of situation or data requires a review of relevant factors. Works on issues where analysis of situation or data requires a review of relevant factors. Works on issues of diverse scope where analysis of situation or data requires evaluation of a variety of factors, including an understanding of current business trends. Works on issues where analysis of situations or data requires an in-depth knowledge of organizational objectives. Works on complex issues where analysis of situations or data requires an in-depth knowledge of the company.
Participates in the decision-making process by suggesting improvements. It is involved in defining procedures and policies to determine appropriate action. Exercises judgment within defined procedures and policies to determine appropriate action. Follows processes and operational policies in selecting methods and techniques for obtaining solutions. Acts as an advisor to subordinate(s) to meet schedules and/or resolve technical problems. Develops and administers schedules and performance requirements. Implements strategic policies when selecting methods, techniques, and evaluation criteria for obtaining results. Establishes and assures adherence to budgets, schedules, work plans, and performance requirements. Participates in corporate development of methods, techniques and evaluation criteria for projects, programs, and people. Ensures that budget needs and corporate requirements are met.
Discretion Erroneous decisions or failure to achieve results might cause delays in schedules and may impact the projects of the department. Erroneous decisions or failure to achieve results might cause delays in schedules and may impact the projects of the department. Erroneous decisions or failure to achieve results will cause delays in schedules and may impact the projects of Secure Group. Erroneous decisions or failure to achieve results will add to costs and may impact the short-term goals of the organization. Erroneous decisions will result in critical delay(s) in schedules and/or operations and may jeopardize overall business activities. Erroneous decisions will have a serious impact on the overall success of the company in reaching its strategic goals and will affect operations.
Interaction Frequently interacts with coordinators and functional peer groups. Frequently interacts with managers and functional peer groups. Frequently interacts with subordinate coordinators and individual contributors. Frequently interacts with subordinates, customers, and/or functional peer group managers, usually involving matters regarding functional areas or relationships between customers and the company. Regularly interacts with senior management or executive levels on matters concerning several functional areas, divisions, and/or customers. Regularly interacts with executives and/or major customers.
Interaction usually requires the ability to understand the department's needs and cooperate with others, researching insights and materials for presentations of technical information concerning specific projects or schedules. Builds stable working relationships internally. Interaction normally requires the ability to gain the cooperation of others, conducting presentations of technical information concerning specific projects or schedules. Builds stable working relationships internally. Interaction normally requires the ability to gain the cooperation of others, conducting presentations of technical information concerning specific projects or schedules. Interaction must often lead to a cooperative effort among members of a project team. Interaction requires the ability to change the thinking of, or gain acceptance from, others in sensitive situations, without damage to the relationship. Interaction frequently involve special skills, such as negotiating with customers or management or attempting to influence senior level leaders regarding matters of significance to the organization.
Supervision Doesn't provide direct supervision to professionals. Acts as a consultant to unit or sub-units and may become actively involved, as required, to meet schedules and help other managers in resolving problems. Usually receives detailed instructions on different tasks. Doesn't provide direct supervision to professionals. Acts as an advisor to trainees and lower levels and may become actively involved, as required, to meet schedules and help managers in resolving problems.Frequently receives general instructions on different tasks. Provides direct supervision and support to individual contributors (e.g., engineers, designers, developers).

Acts as advisor to unit or sub-units and may become actively involved, as required, to meet schedules and resolve problems.

Manages, the coordination of the activities of a section or department with responsibility for results, including costs, methods, and staffing. Manages activities of two or more sections or departments. Exercises supervision in terms of costs, methods, and staffing. Directs and controls the activities of a broad functional area through several department managers within the company. Has overall control of planning, staffing, budgeting, managing expense priorities, and recommending and implementing changes to methods. May manage other managers.
Learnability Studies new concepts and is open to the mindset of learning new methodologies. Constantly acquires knowledge applicable on a daily basis in certain projects. Continuously learns new concepts and methodologies that will be essential to improve processes and projects within the department. Capable of mapping and understanding which knowledge is missing to achieve Secure Group business goals in different departments and self-learn a variety of them. Constantly strives to learn new subjects related to Secure Group strategic plan and the industry and has the credibility to pass the knowledge to the rest of the company. Totally masters the self-learnability mindset, studies a variety of topics related to strategy, business, industry, market, and technologies.
Culture Code Has strong adherence to the Culture Code. Has strong adherence to the Culture Code. Acts as an ambassador of the Culture Code. Acts as an ambassador of the Culture Code. Acts as an ambassador of the Culture Code. Acts as an ambassador of the Culture Code.
General Management Job Step Chart
Steps Chart
Managers Path Core Duties Step 1 Step 2 Step 3 Step 4
Level 1: Trainee Executes assigned tasks that are subject to a high level of control and review from coordinators/managers. Meets regularly with deadlines; complete tasks as determined. Deepens experience in meeting regularly the expectations and provides support for the accountability of superiors. Seeks opportunities to go beyond the expectations and effectively executes what has been assigned. Excels at executing some parts of high-impact projects on their own. Excellent track record of self-development.
Level 2: Coordinator Executes work assignments and some projects that are subject to a moderate level of control and review from coordinators/managers. Meets regularly with direct reports; complete tasks as determined. Builds a successful record of project execution. Drives excellent results with little supervision on different projects. Exercises judgment on how to improve and to align the department's projects to Secure Group's strategy.
Level 3: Manager Executes well-defined work assignments that are subject to a moderate level of control and review. Builds a relationship with assigned subordinates. Meets regularly with direct reports; ensures tasks are completed as determined. Deepens experience in giving clear expectations, goals, and support accountability of team members. Frequently solicits, synthesizes, and delivers feedback; helps individuals set goals and works to ensure teammates' growth. Operates at a high level within scope; responsible for their team's overall productivity and collective impact in Secure Group's strategy.
Level 4: Senior Manager Executes assignments in the form of objectives with goals and instructions related to the processes for reaching goals. Builds a strong culture of open communication, where teammates can ask questions without fear. Mentors, coaches, and profoundly contributes to the career development of their team and others. Communicates timelines, scopes, and milestones to stakeholders. Partners effectively outside their area to manage projects. Leads delivery of major initiatives on clear timelines building a successful record of project execution. Works to develop a holistic perspective of the organization, its vision, and its activities. Excels at getting the team to focus on the highest-impact projects. Excellent track record of developing and growing teammates. Strong ability to effectively delegate.
Level 5: Head of X Receives work in the form of objectives and determines how to use resources to meet schedules and goals. Decreasing the amount of supervision across the steps. Able to lead recruiting efforts and determine headcount for their team. Establishes procedures that affect the immediate organization. Acts proactively to identify and clear the obstacles/challenges of the team. Seeks opportunities to grow beyond their strengths and develop a broad skill set of complementary capabilities. Drives excellent results with little supervision. Increasing time spent creating and refining strategy, connecting the dots, and observing essential trends and patterns at a strategic level.
Level 6: Director Establishes operational objectives and work plans and delegates assignments to teammates. Involved in developing, modifying and executing company policies that affect immediate operations and may have company-wide effect. Focused on developing initiatives. Responsible for examining and evaluating the organization’s processes and procedures and for revising initiatives for the global strategy. Establishes vision and strategy and communicates them to stakeholders. Is able to motivate stakeholders to implement strategies and fulfill their vision. Exercises excellent critical thinking and has a track record of proven good judgment and successfully executed high-level projects.