He devise, develop and deliver a comprehensive strategic and tactical plan for business development, income generation and awareness-raising for EXIN. Raise the organization’s media profile in PAN ASIA by defining and managing a new communication strategy. A strong influencer and negotiator, who is self motivated and has a proven track record of business development, marketing and communication.
He is capable of radical thinking, developing new and innovative strategies for communicating EXIN’s ethos, all the time working in a diplomatic and practical manner to ensure that change is delivered in a sustainable way.
As a chief of Business Development would ideally have a degree in a business or marketing-related field, providing the relevant business, communication, strategic-thinking and entrepreneurial skills as well as sufficient background or understanding of issues relating to media and liaison.
1. Develop and deliver the strategy for EXIN’s new business development, marketing and communication, appropriate to need and responsive to opportunity, in close collaboration with the authority of the financial institutions & corporate.
2. Responsible for communicating this strategy to all EXIN Partners.
3. Align the strategy with that of the organization and other programmes, seeking to maximize effectiveness through empanelment.
4. Build the turnover of organization at least 15% growth every year.
5. Innovate and offer new ideas and approaches for developing EXIN, building relationships with other prospective business partners and with other networks and members where appropriate.
6. Stay appropriately networked and keep abreast of trends, news, events and deadlines, so that all possible, new or enhanced opportunities are exploited.
7. Ensure work is conducted within the context of the overall governance and management of EXIN, EXIN’s fundraising strategy and EXIN’s annual plan and long-term strategy.
Inspector as valuer is usually specialized surveyors and he estimates the market value of property and land for their clients. He makes thorough inspections and investigations of a property and consider factors such as location and business in their valuations. After providing advice on areas such as sales, compensation claims or loans, property valuers organise and manage valuatios.
Undertaking thorough inspections of buildings and land and any other movable and immovable properties/assets to identify any characteristics or factors affecting value.
Providing clients with a realistic valuation of their property and providing advice on acquisition, sales or investment.
Preparing written reports of inspections.
Providing information and valuations for businesses or legal organizations to aid dispute resolution, compensation claims or investment queries.
Running evaluations process; organizing marketing and managing the liaison.
Traveling always when visiting property and sites with the possibility of some evenings or weekends.
His Roles of Senior Partner and Managing Partner
o Financial and Business Performance
o including the manner in which She discharges her responsibility for managing the business and financial aspects of the Team/Department/Division for which she is performing well as responsible for
o Achieving superior financial performance;
o Maintaining good financial disciplines;
o Working hard and demonstrating long term engagement and commitment.
He is responsible for leading the firm as Top level Managing Partner needs some clarity about the authority delegated to him.
o Responsible for the economic performance of the firm
o Lead the Partnership in establishing a clear vision and strategy for the Firm
o Establish and maintain forward-looking, efficient and effective management of the Firm
Client Relationship Management
o Nurturing our client base.
o Fulfilling the on-going requirement to deliver excellent service to clients in the context of their particular needs.
o Working to produce new solutions which create value to the clients.
o Consistently providing streamlined cost-effective services.
o Effectively building, developing and maintaining strong client relationships.
o Contribution to the Firm as an Institution,
o Knowledge Management and Solutions including –
o Taking responsibility in an effective manner for the management of the firm, its various management functions (eg marketing, IT, compliance), its departments and its sub-groups.
o Contributing creatively to the strategic planning of the firm and its implementation.
o Contributing to the building of the firm’s Intellectual Property including precedents, templates, case management and workflows.
o Assisting in the development of leading edge Knowledge Management and high level technical know-how
o Demonstrating though his actions and the actions of the team compliance with the firm’s policies and procedures including regulatory compliance and good practice in relation to the firm’s own policies on disbursements, bad debts and client care.
o Actively helping build the firm’s processes and systems which contribute to the firm’s ability to grow its business including quality control/improvement, governance and management structure.
o Contributing to the development of a homogeneous culture and esprit de corps.
o Demonstrating the visions and values of the firm by example rather than in words alone.
Self-Development and Self-Leadership
o Evidencing continued development and commitment to developing competence and skills and challenging oneself to expand personal comfort zones.
o Acquiring new expertise and skills valuable to the firm.
o As a role model, demonstrating confidence and self belief, consistently acting with integrity and naturally trusted by others.
o Providing an example of being self-initiating, self starting, self learning, committed and engaged.
o Displaying the ability to pursue goals with a deep sense of purpose and direction.
Powers and responsibilities:
His responsibility to the Partnership for the effective management of the Firm, the Managing Partner often has a range of executive powers to enable her to lead, manage and remain in overall control of the firm on an operational basis and to deliver the Objectives of the Firm. He manages and remain in overall control of the management of the Firm (and each office) within it on an operational basis
o Ensured that the Partners and Fee Earners are effective in the delivery of the Firm’s services to its clients and do so profitably
o Lead the Management Team in developing, for approval by the Partners at appropriate times, the Firm’s business and operational plan, including budgets, so as to achieve maximum profitability
o Have the power, subject where appropriate to agreement by the Board to authorize all budgeted expenditure, and to have some authority over unbudgeted expenditure
o Ensured that the Firm’s Budget and Business Plan are implemented and that progress is monitored regularly throughout the year
o Implemented the agreed Partner disciplines of the Practice and to monitor and police all Partner Accountabilities
o Taken such executive decisions, in conjunction with the Board, as may appear from time to time necessary in order to secure the smooth running, management, profitability and leadership of the profit centre
o Co-ordinated and control the Firm’s drawing policy, including changes in the drawing policy
o To be responsible for the appointment, removal and performance assessment of the Department Heads and Management Team
· Analysis & Problem Solving
· Business Acumen
· Client Service
· Decision Making and Judgment
· Managing Time
· Managing Work
· Team work
· Working within the Firm