The Value Management Office (VMO) lead is a strategic enterprise function responsible for optimizing investment outcomes through agile delivery, value realization, mature product management, and effective change enablement. This role blends agile program oversight, value realization, and strategic alignment into a single function. The VMO Lead ensures that all investments and initiatives continuously deliver measurable value to the organization, supporting an Agile-at-scale environment while evolving enterprise delivery capabilities and supporting sustainable change
Define and champion a value management delivery framework aligned with Agile principles (e.g., Lean Portfolio Management, OKRs).
Govern agile delivery across teams ensuring iteration-based value realization and strategic alignment.
Partner with Finance and Strategy teams to ensure return on investment (ROI) and value metrics are part of business case development and post-implementation reviews.
Align agile teams, value streams, and programs to strategic goals and investment themes.
Ensure product increments, features, and epics are tied to clear business outcomes and tracked accordingly.
Foster a culture of outcome over output, enabling teams to focus on delivering value iteratively.
Define metrics to track value creation, flow efficiency, and outcome delivery across all initiatives.
Drive Lean Portfolio Management, enabling value stream funding and product-centric investment decisions.
Mature enterprise product management by helping define product lines, lifecycle ownership, product visioning, and roadmaps.
Collaborate with product owners/managers to prioritize backlogs based on strategic value and business needs.
Lead enterprise portfolio planning in an agile context (e.g., quarterly planning, backlog prioritization).
Govern and optimize value streams and ensure proper funding, prioritization, and risk management.
Establish lightweight governance models that balance agility with control and transparency.
Support the execution of agile delivery (Scrum, Kanban, etc.) across cross-functional teams.
Monitor delivery health across agile teams using agile metrics (e.g., velocity, lead time, cumulative flow).
Collaborate with product managers and business owners to define value outcomes for epics and initiatives.
Implement benefits tracking tools and processes integrated with agile delivery metrics.
Provide continuous feedback loops from value realization data to drive investment decisions.
Serve as the connective tissue between strategy and execution—ensuring all delivery is outcome-driven.
Provide regular executive-level reporting on value delivery, agility metrics, and alignment to business goals.
Partner with leadership to adjust priorities and investment mix based on evolving needs and results.
Build Agile project delivery maturity across the organization through coaching, tools, and enablement.
Provide frameworks, templates, and training for agile delivery, portfolio reporting, and value stream mapping.
Drive communities of practice in agile project and value management.
Mentor and develop team members to drive continuous improvement in Agile and value delivery practices.
Embed change management practices into initiative delivery using frameworks like ADKAR.
Ensure change readiness, adoption planning, stakeholder engagement, and communication are integrated with delivery processes.
Drive a culture of transparency, collaboration, innovation, and accountability.
Take note that applications will not be accepted on the below date and onwards, kindly submit applications ahead of the closing date indicated below.
02/06/26
All appointments will be made in line with FirstRand Group’s Employment Equity plan. The Bank supports the recruitment and advancement of individuals with disabilities. In order for us to fulfill this purpose, candidates can disclose their disability information on a voluntary basis. The Bank will keep this information confidential unless we are required by law to disclose this information to other parties.
The FirstRand Corporate Centre houses many of the critical functions required by a large and complex financial services group. The Corporate Centre’s stakeholders are external, such as regulators, shareholders, global developmental institutions and government; and also internal, mainly the market-leading businesses that service the group’s customers. These critical functions cover risk, compliance, governance, internal audit, treasury, finance and tax amongst many others. They require deep specialist and technical skills and ultimately represent the custodianship of the FirstRand group’s licence to operate.
Employees of the Corporate Centre develop a very unique perspective of the group because nowhere else can you own or be part of a mandate that operates across the portfolio. This allows for both big picture thinking and operational learning. It is also a great place to drive collaboration and a place to have a significant impact.
The Corporate Centre has adopted a blended approach to working, with a focus on balancing remote working and connections with colleagues in the workplace. Face-to-face interactions remain important to its way of working as these connections protect the business’s social capital, which is key to ensuring that FirstRand’s unique culture stays alive and continues to thrive.
