Head: Customer Service Centre (MT4) - Customer Contact Centre
Listing reference: capbw_003530
Listing status: Online
Apply by: 11 November 2026
Position summary
Industry: Banking
Job category: Banking, Finance, Insurance. Stockbroking
Location: Windhoek
Contract: Permanent
Remuneration: Market Related
EE position: No
Introduction
PRIMARY PURPOSE OF THIS POSITION
• Is accountable for the performance of the Customer Service Centre as a banking channel, not merely for the efficient handling of customer contacts
• To lead the Customer Service Centre as a 24/7, high-performing remote banking, service and sales channel through which customers can conveniently and securely access and complete the majority of banking services traditionally delivered through physical channels.
• The role is accountable for executing the Bank’s CSC strategy and transformation flightplan; delivering exceptional inbound and outbound customer experiences; achieving growth, sales and revenue objectives; expanding end-to-end remote fulfilment capability; and continuously improving productivity, quality, risk management and cost to serve.
• The incumbent leads business adoption of new digital, automation and AI-enabled capabilities within the CSC, influences technology and product roadmaps based on customer and operational needs, and works across the Bank to remove the process, policy and technology barriers that prevent effective remote fulfilment.
Job description
KEY PERFORMACE AREAS (KPA’S)
1. Execute the CSC super-channel strategy
• Translate the CSC strategy into a measurable transformation roadmap that expands secure, end-to-end remote fulfilment across the Bank’s product and service portfolio.
• Remove process, policy, technology and control barriers with relevant stakeholders, escalating enterprise dependencies where required.
• Execute the progressive transformation of the CSC into a primary remote banking channel through which customers can access and complete the majority of services available through a branch.
• Benchmark CSC capability and operating practice against leading banking and customer-service operations and recommend future enhancements.
1. Execute the CSC super-channel strategy
• Translate the CSC strategy into a measurable transformation roadmap that expands secure, end-to-end remote fulfilment across the Bank’s product and service portfolio.
• Remove process, policy, technology and control barriers with relevant stakeholders, escalating enterprise dependencies where required.
• Execute the progressive transformation of the CSC into a primary remote banking channel through which customers can access and complete the majority of services available through a branch.
• Benchmark CSC capability and operating practice against leading banking and customer-service operations and recommend future enhancements.
2. Deliver exceptional 24/7 omnichannel customer service
• Lead a consistent, resilient and high-quality 24/7 inbound operation across voice and email, progressively extending to WhatsApp, web and in-app chat, secure messaging and approved social channels.
• Improve peak-period performance, first-contact resolution and fulfilment, while reducing customer effort, repeat contact, hand-offs and complaint root causes.
• Ensure customers receive a consistent experience and a consistent outcome regardless of channel, time of day or agent.
• Lead a consistent, resilient and high-quality 24/7 inbound operation across voice and email, progressively extending to WhatsApp, web and in-app chat, secure messaging and approved social channels.
• Improve peak-period performance, first-contact resolution and fulfilment, while reducing customer effort, repeat contact, hand-offs and complaint root causes.
• Ensure customers receive a consistent experience and a consistent outcome regardless of channel, time of day or agent.
3. Deliver growth, sales and customer value
• Own and deliver CSC growth, sales and revenue targets across both inbound and outbound operations.
• Establish and grow a dedicated outbound sales and relationship capability focused on new-to-bank acquisition, product sales, activation, retention, cross-sell and upsell, sequenced against campaign and portfolio priorities.
• Embed a disciplined service-to-sales culture in inbound: every serviced interaction is a qualified opportunity, and the operating model must make it possible to act on that without degrading service.
• Use customer data and analytics to improve relevance, conversion and retention, and ensure CSC-originated revenue is measurable and auditable.
• Own and deliver CSC growth, sales and revenue targets across both inbound and outbound operations.
• Establish and grow a dedicated outbound sales and relationship capability focused on new-to-bank acquisition, product sales, activation, retention, cross-sell and upsell, sequenced against campaign and portfolio priorities.
• Embed a disciplined service-to-sales culture in inbound: every serviced interaction is a qualified opportunity, and the operating model must make it possible to act on that without degrading service.
• Use customer data and analytics to improve relevance, conversion and retention, and ensure CSC-originated revenue is measurable and auditable.
4. Drive operational excellence and workforce management
• Maintain a stable and efficient 24/7 operation through disciplined forecasting, capacity planning, scheduling, intraday management, business continuity and lawful shift practices.
• Optimise productivity and cost to serve without compromising customer experience, employee wellbeing, quality or risk.
• Drive continuous improvement, workflow simplification and automation to reduce manual effort and avoidable customer contact.
• Manage CSC budgets, operational expenditure and benefits realisation within agreed targets.
• Establish and manage SLAs and OLAs with internal service providers and hold stakeholders accountable for agreed performance.
• Maintain a stable and efficient 24/7 operation through disciplined forecasting, capacity planning, scheduling, intraday management, business continuity and lawful shift practices.
• Optimise productivity and cost to serve without compromising customer experience, employee wellbeing, quality or risk.
• Drive continuous improvement, workflow simplification and automation to reduce manual effort and avoidable customer contact.
• Manage CSC budgets, operational expenditure and benefits realisation within agreed targets.
• Establish and manage SLAs and OLAs with internal service providers and hold stakeholders accountable for agreed performance.
5. Maintain risk, quality, conduct and control
• Ensure all CSC activities operate within regulatory requirements, risk appetite and internal controls, including authentication, data privacy, fraud, financial crime, information security and sales conduct.
• Maintain effective controls over customer authentication, transaction processing, data privacy, fraud, financial crime, information security and employee conduct.
• Partner with Risk, Compliance, Fraud and Technology to enable secure remote fulfilment of progressively higher-value and higher-risk services.
• Ensure appropriate authentication, authorisation, maker-checker, recording and monitoring controls are applied where required.
• Ensure all CSC activities operate within regulatory requirements, risk appetite and internal controls, including authentication, data privacy, fraud, financial crime, information security and sales conduct.
• Maintain effective controls over customer authentication, transaction processing, data privacy, fraud, financial crime, information security and employee conduct.
• Partner with Risk, Compliance, Fraud and Technology to enable secure remote fulfilment of progressively higher-value and higher-risk services.
• Ensure appropriate authentication, authorisation, maker-checker, recording and monitoring controls are applied where required.
6. Lead people, performance and capability
• Build an effective leadership structure and manage performance through balanced customer, commercial, risk, quality and productivity measures.
• Lead CSC employees through a clear performance-management framework aligned to customer, service, commercial, risk and productivity outcomes, with individual and team scorecards.
• Implement continuous coaching, training and competency management, and build succession and talent pipelines.
• Build an effective leadership structure and manage performance through balanced customer, commercial, risk, quality and productivity measures.
• Lead CSC employees through a clear performance-management framework aligned to customer, service, commercial, risk and productivity outcomes, with individual and team scorecards.
• Implement continuous coaching, training and competency management, and build succession and talent pipelines.
KEY RELATIONSHIP INTERFACES
Relationships with key parties on work related issues
Relationships with key parties on work related issues
Internal Relationships
• Responsible Executive and Executive Management
• Operations and Distribution (branch network and sales leadership)
• Marketing, Product, Credit, Collections and Customer teams
• Technology, Digital, Data and AI teams
• Risk, Compliance, Fraud and Information Security
• Finance, Human Capital and Learning & Development
• Other process and service owners across the Bank
• Responsible Executive and Executive Management
• Operations and Distribution (branch network and sales leadership)
• Marketing, Product, Credit, Collections and Customer teams
• Technology, Digital, Data and AI teams
• Risk, Compliance, Fraud and Information Security
• Finance, Human Capital and Learning & Development
• Other process and service owners across the Bank
External Relationships
• Customers
• Technology partners
• Telecommunications and messaging providers
• Outsourced service providers, where used
• Regulators and industry bodies, via the relevant internal owner
• Technology partners
• Telecommunications and messaging providers
• Outsourced service providers, where used
• Regulators and industry bodies, via the relevant internal owner
Minimum requirements
JOB SPECIFICATIONS
Qualifications
• Relevant tertiary qualification in Business, Banking, Commerce, Customer Management, Operations or a related discipline.
• Postgraduate qualification in Business Administration, Banking or Management advantageous.
Experience
(Essential)
• Minimum 10 years within banking, financial services, telecommunications, customer operations or a comparable high-volume service environment, of which at least 5 years at management level.
• At least 5 years leading a customer contact or service operation at scale, including shift-based and multi-channel operations. This is a core requirement of the role, not a differentiator.
• Demonstrated personal accountability for sales, revenue or growth targets in a remote or service channel.
• Demonstrated workforce management competence: interval-level demand forecasting, scheduling to demand and intraday management.
• Experience leading through a management layer, with indirect responsibility for 40 or more staff.
• Track record of delivering operational, digital or customer-service transformation in a live environment without degrading service.
Experience
(Advantageous)
• Implementation of an omnichannel or cloud contact centre platform.
• Deployment of conversational AI, agent assist, self-service or automation in a service environment.
• Exposure to remote onboarding, eKYC and digital fulfilment in a regulated environment.
• Namibian regulatory environment, including the Financial Intelligence Act and Bank of Namibia requirements.
• Formal contact centre or workforce management certification (COPC, ICMI or equivalent).