The General Manager acts on behalf of the Chief Executive Officer as an enterprise leader with a CEO-level strategic mandate, with the primary objective of increasing the overall value of EVA.
The role exists to support the CEO in defining and executing a clear, practical enterprise strategy that enables long-term value creation through structured processes, system-driven operations, full automation, cost optimization, efficiency improvement, and governance maturity.
The General Manager is accountable for designing how the company operates at an enterprise level by creating clear strategies, operating models, processes, procedures, systems, and governance frameworks that reduce complexity, minimize dependency on individuals, and enable consistent, scalable performance across the organization.
The General Manager does not manage day-to-day operations. Instead, the role focuses on building the strategic, procedural, system, and governance foundations required to transform EVA into a fully integrated, automated, audit-ready, and scalable organization, acting only on enterprise-level matters that materially impact company value, strategic alignment, or efficiency.
1. Company Value Creation and Enterprise Strategy
- Works directly with the CEO to define, refine, and execute enterprise strategy focused on increasing the overall value of the company.
- Ensures strategy is practical, execution-oriented, and clearly defines how EVA creates and grows value.
- Translates strategic direction into structured, measurable enterprise initiatives.
- Maintains continuous strategic alignment with the CEO on priorities, sequencing, and long-term direction.
2. Enterprise Operating Model Design
- Designs and governs the enterprise operating model, defining how the organization is structured, how decisions are made, and how accountability flows.
- Establishes clarity and consistency in enterprise design to support efficiency, scalability, and value creation.
- Eliminates fragmented, inconsistent, or person-dependent operating practices
3. Process and Procedure Architecture
- Leads the design, documentation, and implementation of standardized processes and procedures across all departments.
- Simplifies how work is done by removing duplication, ambiguity, and unnecessary complexity.
- Ensures processes are practical, understandable, and easy for teams to follow.
- Institutionalizes processes to reduce dependency on individuals and informal practices.
4. Full Company Systemization and Automation
- Drives the transformation of EVA into a fully system-driven and automated organization.
- Ensures business processes are supported by integrated systems rather than manual tools or personal dependency.
- Works with system providers and internal stakeholders to align technology with business needs.
- Ensures systems enable efficiency, control, transparency, and data-driven decision-making.
5. Cost Optimization and Efficiency Improvement
- Works closely with Finance to analyze and redesign the company's cost structure.
- Identifies and eliminates inefficiencies, duplication, and unnecessary operational or structural costs.
- Improves productivity and efficiency while protecting service quality and long-term value.
- Ensures cost optimization is sustainable and structural, not short-term cost cutting.
6. Service Model and Business Efficiency Improvement
- Improves how services are delivered by simplifying workflows and improving coordination across departments.
- Ensures service quality improves alongside automation and efficiency initiatives.
- Aligns service delivery models with the company's strategic positioning and value objectives.
7. Internal Audit and Control Framework
- Establishes and governs the enterprise-level internal audit and control framework to ensure compliance, risk management, and governance discipline.
- Partners with Finance and internal auditors to assess the effectiveness of controls, processes, and compliance across the organization.
- Ensures audit findings are translated into enterprise-level corrective frameworks, accountability standards, and governance improvements, without assuming responsibility for operational execution.
- Embeds audit readiness, transparency, and control discipline into the company's operating and governance model.
8. Governance, Advisory Committee, and Board Readiness
- Partners with the CEO to design, establish, and evolve a structured Advisory Committee to support strategic decision-making and enterprise-level oversight.
- Supports the CEO in defining the Advisory Committee's purpose, scope, composition, cadence, and governance model, ensuring it complements executive management without duplicating operational leadership.
- Prepares strategic topics, enterprise risks, scalability considerations, and decision frameworks for Advisory Committee engagement, ensuring discussions remain focused on strategy rather than execution.
- Enables the organization to progressively operate with board-level discipline, transparency, and governance maturity in preparation for future formal board structures.
9. Departmental Enablement and Strategic Support
- Defines and safeguards the enterprise-level structures, operating frameworks, and system foundations required to increase company value, enable sustainable scale, and maintain financial and governance discipline.
- Ensures all business activity operates within clearly defined strategic, procedural, and governance frameworks that protect long-term enterprise value, without assuming responsibility for operational execution.
- Acts solely on enterprise-level matters with material impact on company value, scalability, cost efficiency, governance integrity, or strategic direction, exercising authority on behalf of the CEO where required.
10. Performance Frameworks and Win-Win Evolution
- Partners with the CEO to design, review, and evolve enterprise performance frameworks, including Win-Win models, that support strategic execution and long-term sustainability.
- Aligns performance frameworks with enterprise strategy, system maturity, automation, and efficiency objectives, ensuring consistency and discipline across planning cycles
- Establishes a clear, structured, and forward-looking performance framework for each planning year, supporting predictable execution and informed decision-making.
11. Enterprise Readiness, Risk, and Scalability Oversight
- Maintains enterprise-level oversight of risks related to strategy, systems, cost structure, governance, and scalability.
- Ensures the company is continuously prepared for growth, automation, audits, and maturity governance.
- Escalate material risks to the CEO with clear analysis and recommendations.
