Director, Strategic Insights and Performance Mgmt

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Be a Part Of Something Big

The Director, Strategic Insights and Performance Management leads a department within the Group Chief Corporate Office responsible for enterprise insight, performance management, and analytics capability across the six functions of the office: Procurement, Legal, Risk & Compliance, Property, Global Business Services, and Corporate Centre Transformation.

Reporting to the Head, Corporate Centre Transformation, the department delivers strategic insight, performance synthesis, enterprise reporting standards, and analytics capability to the Group Chief Corporate Officer (GCCO), the six function heads, and the wider Group. It operates as a lean, leverage-oriented function—a small team of senior managers delivering enterprise capability that would otherwise require multiples in headcount.

The department leads two integrated capabilities: (a) enterprise performance management across the Group Chief Corporate Office portfolio—including the office’s contribution to annual and mid-term planning, KPI governance, and performance reporting; and (b) strategic insight and decision support across the six functions. Through the team, the department also directs the modernization of enterprise analytics—leveraging Databricks, enterprise BI, and AI-enabled tooling to shift management visibility from fragmented reporting into a forward-looking, insight-led operating model.

The role shapes—not simply reports on—the strategic priorities of the Group Chief Corporate Office and drives Group functions and OpCos to adopt common performance management discipline, KPI governance, and decision-grade reporting standards. It supports decision-making at the Corporate Management Committee, Group Management Committee, and Singtel Board Committees, with fiduciary discretion appropriate to the sensitivity of the material involved.

Success is measured by the quality and timeliness of enterprise decisions across the Group Chief Corporate Office, the realised modernization of enterprise analytics, and the enterprise-wide adoption of a trusted single source of truth.

Make An Impact By

Lead Enterprise Performance Management for the Group Chief Corporate Office

• Lead the office’s contribution to the Annual Operating Plan (AOP), Mid-Term Plan, and quarterly performance reviews, ensuring alignment between Group priorities, functional strategies, and execution commitments across the six functions.
• Define and govern the enterprise performance management framework for the Group Chief Corporate Office—performance review cadences, management reporting standards, target-setting discipline, and accountability mechanisms.
• Synthesize the office’s strategic position for major enterprise documents—Singtel Board Committee papers, Corporate Management Committee (CMC) and Group Management Committee (GMC) submissions, annual planning, and strategic reviews.
• Frame complex, ambiguous business issues into clear strategic choices and recommendations; drive resolution at CMC / GMC level where required.
• Outcome: enterprise performance discipline embedded across the six functions, with planning and review cycles delivered on schedule and decision-ready.

Drive Executive Insight and Decision Support across the Six Functions

• Partner the heads of the six Group Chief Corporate Office functions (Procurement, Legal, Risk & Compliance, Property, Global Business Services, Corporate Centre Transformation) to translate critical business questions into prioritized analytical agendas.
• Personally lead the synthesis of executive insights—on spend, supplier performance, legal and compliance posture, operating efficiency, property utilization, GBS service performance, and transformation outcomes—into CMC- and GMC-ready recommendations.
• Identify emerging risks, structural bottlenecks, and intervention points early; articulate business implications and recommended leadership actions.
• Champion forward-looking, predictive insight over retrospective reporting.
• Outcome: leadership decisions consistently anchored in evidence and foresight, not lagging information.

Direct Enterprise Analytics, Databricks and Insight Modernization

• Direct the modernization of Group Chief Corporate Office analytics from fragmented, reactive reporting into predictive, AI-enabled, insight-led management reporting.
• Set Databricks data architecture, model standards, and quality benchmarks delivered through the analytics team; govern enterprise reporting platforms and Power BI / enterprise BI environments.
• Shape the analytics investment roadmap and approve methodology, data models, and architecture within the agreed budget envelope.
• Govern the pragmatic application of AI/ML—distinguishing genuine business value from technology-driven complexity—and ensure analytics investments improve real decisions.
• Ensure the analytics capability is fit-for-purpose for the department’s broader remit: performance management and strategic insight across the six functions.
• Outcome: a trusted, scalable analytics capability that materially shortens the cycle time from question to decision.

Define Enterprise KPI Governance and Build the Function

• Define and govern KPI frameworks, business logic, and reporting standards to establish a reliable single source of truth across the six functions of the Group Chief Corporate Office and OpCos.
• Influence senior stakeholders across Finance, Technology, Procurement, Legal, Risk & Compliance, and OpCos to adopt common performance management discipline and insight-led operating models.
• Build, lead, and develop a small, high-calibre team of senior managers across strategic insight, performance management, and analytics; act as a developer of future enterprise leaders.
• Represent the Group Chief Corporate Office in enterprise working-level governance forums on agreed topics; convene cross-functional working sessions on department deliverables.
• Outcome: enterprise-wide adoption of shared KPI definitions, governance, and reporting standards that reduce friction and accelerate decisions.

Skills To Succeed

• Bachelor’s degree in business, Economics, Finance, Engineering, Data Analytics, Information Systems, or a related discipline.
• 15+ years of progressive experience spanning strategy, performance management, executive advisory, and enterprise analytics, with at least 7 years at senior leadership level.
• Demonstrated track record of partnering C-suite or Group-level executives on enterprise decisions and on board-facing work.
• Proven experience operating as a principal advisor to senior executives—shaping enterprise positions through influence, content quality, and analytical rigor.
• Proven experience leading small, leverage-oriented senior teams across strategy, performance management, insight, and analytics in a matrixed environment.
• Mandatory: Enterprise performance management, AOP/MTP cycle leadership, and KPI governance at Group level.
• Mandatory: Strategic insight generation and translation into recommendations decision-ready for the Corporate Management Committee, Group Management Committee, and Singtel Board Committees.
• Mandatory: Strategic leadership of Databricks (SQL) data assets, Power BI / enterprise BI platforms, and analytics modernization (delivered through team.
• Mandatory: Senior committee engagement support—pre-meeting analysis, position-paper development, briefing packs, and post-meeting tracking for senior executives operating at Corporate Management Committee, Group Management Committee, and Singtel Board Committee level.
• Additional: Working understanding of AI/ML applications in enterprise analytics and management reporting.
• Executive communication and storytelling—able to write Board Committee-grade papers and present at the Corporate Management Committee and Group Management Committee.
• Strategic judgment and ability to translate ambiguity into clear, actionable recommendations.
• Stakeholder influence across Group functions and OpCos without reliance on formal authority.
• Enterprise leadership presence; credibility with the GCCO, function heads, and senior leaders across the Group.
• Fiduciary discretion and confidentiality—comfortable handling capital-sensitive, board-sensitive, and inter-company information.
• Strong people leadership at small-team scale—able to attract, develop, and retain senior managers, comfortable operating through leverage rather than span of control.

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