GENERAL MANAGER – SERVICE DELIVERY – Bondwell

Key Responsibilities

• Full Services Division P&L accountability was delivered across revenue, gross margin, cost of delivery, and operating contribution.
• Revenue performance was tracked against agreed targets, with variances identified and corrective action completed.
• Margin performance was strengthened through tighter pricing discipline, delivery cost control, resource planning, and improved job profitability.
• Service cost drivers were reviewed and managed, including labour utilisation, subcontractor cost, warranty exposure, rework, tools, travel, and support overheads.
• Monthly financial reporting was delivered to the CEO with clear commentary on performance, risks, margin pressure, and agreed recovery actions.
• Services financial data was improved to support better decision-making, forecasting, pricing, and investment planning.
• Operational leadership across managed services, professional services, and support functions was delivered with clearer ownership, workflow discipline, and delivery standards.
• Service delivery processes were improved across job intake, scheduling, dispatch, implementation, support, escalation, closure, and client follow-up.
• ITIL or equivalent service management practices were applied to improve consistency, response discipline, issue resolution, and service reliability.
• Delivery bottlenecks were identified and addressed through better planning, resource allocation, escalation management, and performance tracking.
• Internal delivery routines were established, including service reviews, operational dashboards, backlog checks, escalation reviews, and quality checks.
• Service delivery performance improved through stronger coordination between technical resources, sales, procurement, finance, and client-facing staff.
• Client delivery governance was strengthened across service level agreements, escalation management, quality assurance, reporting, and retention actions.
• SLA performance was monitored and reported, with service breaches reviewed and corrective action completed.
• Escalation pathways were clarified and applied to ensure client issues were resolved with speed, ownership, and professionalism.
• Quality assurance checks were completed across service delivery outputs to reduce rework, improve client confidence, and protect Bondwell’s reputation.
• Client retention actions were delivered through proactive service reviews, issue tracking, relationship management, and early identification of dissatisfaction.
• Enterprise and government client delivery expectations were managed with stronger structure, clearer communication, and improved accountability.
• A technical delivery workforce of 15 to 30 plus staff was led, developed, and held accountable for performance, conduct, productivity, and service outcomes.
• Staff capability was strengthened through coaching, role clarity, skills planning, performance feedback, and targeted development.
• Performance standards were enforced with fairness, consistency, integrity, and professionalism.
• Underperformance, poor discipline, and service quality issues were addressed promptly through clear expectations and documented action.
• Staff utilisation, workload balance, attendance, responsiveness, and productivity were monitored and improved.
• A culture of ownership, client focus, technical discipline, and delivery accountability was embedded across the Services Division.
• Commercial collaboration with the Head of Enterprise Sales was delivered across pipeline review, client solution design, scoping, pricing, and margin management.
• Service proposals were strengthened through better costing, delivery feasibility checks, resource planning, and risk assessment.
• Pricing models were reviewed and applied to protect margin while supporting competitive and commercially sound client offers.
• Sales and delivery handover processes were improved to reduce scope gaps, delivery disputes, and margin leakage.
• Commercial risks were identified before commitment, including under-scoping, unrealistic timelines, resource gaps, client readiness, and hidden delivery cost.
• Services input into market opportunities improved Bondwell’s shift from product resale toward solutions and services-led growth.
• The establishment of the Services Division as a standalone business unit was advanced through clearer structure, governance, accountability, and performance measures.
• The transition from product-led technology sales to solutions and services-led delivery was supported through operational discipline and client delivery credibility.
• Service capability gaps were identified and addressed to support growth in managed services, professional services, and support.
• Improved operating rhythms were embedded to support scalable delivery, stronger reporting, and better cross-functional coordination.
• Practical improvement initiatives were delivered to lift service quality, reduce delivery friction, and strengthen commercial performance.
• The Services Division’s role in Bondwell’s strategic transformation was strengthened through disciplined execution and direct CEO reporting.

Requirements

• 8 to 15 years’ experience in IT services, managed services, technology delivery, systems integration, or ICT solutions environments.
• Proven experience owning and operating a services P&L, including revenue, margin, cost of delivery, forecasting, and commercial reporting.
• Demonstrated experience leading technical delivery staff of 15 or more, with clear accountability for performance, discipline, service quality, and client outcomes.
• Strong financial literacy, with experience building, reviewing, and improving services P&L performance.
• Strong operational discipline, with working knowledge of ITIL or equivalent service delivery frameworks.
• Proven experience managing SLAs, escalations, quality assurance, service reporting, and client retention.
• Commercial capability across service scoping, pricing models, margin protection, pipeline review, and delivery feasibility.
• Experience working with enterprise, SME, retail, or government clients in a technology services environment.
• Preferred:* Background in a managed services provider, systems integrator, ICT solutions company, or enterprise technology services business.
• Experience working across Fiji, Australia, New Zealand, India, Southeast Asia, the Pacific, or other emerging markets.
• Experience supporting business transformation from product resale toward solutions and services-led growth.
• English language proficiency suitable for executive reporting and frontline communication.. No professional memberships specified.. No regulatory licenses specified.. Ability to relocate to Suva, Fiji (relocation package available).. Availability for vide

How to Apply