Specialist, Enterprise Performance & Board Affairs

Fairview International School; Malaysia; On-site; MYR 120,000 - 160,000; Full time

Job summary

Fairview International School is seeking a strategic role within the CEO Office to enhance Board engagement and track enterprise performance. This position requires shaping complex narratives into clear, actionable insights that facilitate decision-making during Board discussions.

The ideal candidate should demonstrate strong judgement and influence among stakeholders, ensuring clarity in objectives and outcomes. Responsibilities include maintaining the corporate scorecard and developing ESG performance frameworks integrated into enterprise processes.

Qualifications

• Ability to shape complex narratives and ensure clarity in decision-making.
• Experience in tracking performance and driving outcomes.
• Strong stakeholder management skills.

Responsibilities

• Shape Board materials into clear narratives.
• Run the end-to-end Board rhythm.
• Track Board decisions and commitments.
• Align stakeholders ahead of discussions.
• Develop ESG performance frameworks.

Skills

Judgement

Discretion

Influence

Job description

• PayNet’s most critical decisions are shaped at Board level, where clarity, alignment, and timing directly impact enterprise outcomes.
• As scale and complexity increase, linking Board intent to real execution across the organisation is no longer automatic.
• This role sits within the CEO Office to ensure Board engagement and enterprise performance operate as a single, disciplined system; not separate processes.
• Works alongside the Head as part of the CEO’s extended office, driving substance behind Board discussions, not just coordination.

TL; DR

• Act as the engine behind Board engagement and enterprise performance for the CEO Office.
• Turn Board discussions into clear decisions, aligned stakeholders, and tracked outcomes.
• Own the corporate scorecard as the single source of truth for enterprise performance.
• Build and embed forward-looking ESG performance and reporting (not performative compliance).

Why This Role Matters

• Board effectiveness directly determines enterprise speed and alignment – this role sharpens both.
• Performance tracking must drive action, not retrospective reporting.
• Decision quality depends on how issues are framed – this role ensures clarity and comparability.
• Enterprise slippage often starts early and quietly – this role surfaces and corrects it before escalation.
• Requires judgement, discretion, and influence across senior stakeholders without relying on hierarchy.

What You Will Actually Do

• Shape Board materials into clear, decision-ready narratives, ensuring issues, trade-offs, and implications are explicit.
• Run the end-to-end Board rhythm behind the scenes (agenda shaping, paper quality, action tracking, forward pipeline).
• Own and maintain the corporate scorecard as a live, decision tool, ensuring accuracy and relevance.
• Track Board decisions and commitments, actively driving owners to close gaps and deliver outcomes.
• Build a forward view of Board priorities, aligning stakeholders ahead of discussions to avoid misalignment.
• Develop and embed ESG performance frameworks and reporting, integrating into enterprise scorecards and execution (not standalone reporting).

Examples of This Role in Practice

• A Board paper is unclear