Ongoing Accountabilities

• To lead and manage the Commercial Team successfully.
• To contribute to the Hurricanes development of  strategies and business plans.
• To provide partnership expertise and advice to the Chief Executive & Board
• Through innovation, identify new revenue streams including digital and international opportunities.

• Team members will be motivated, professional and successful in achieving targets and supporting the wider organisational team.
• CEO satisfied with contribution
• Partnership management policies, strategies and systems documented and working to the satisfaction of internal/external stakeholders.
• Advice is proactive, commercially sound, timely, and challenging where appropriate.

Revenue Generation

• Achieve or exceed all partnership targets
• Lead the development and implementation of the  strategy and direction for the partnership portfolio for the Hurricanes. 
• Build and maintain a suite of partnership properties that maximise the revenue and profit opportunities.
• Build and maintain research data and a comprehensive potential partnerslist.
• Build and maintain partnership proposal resources and collateral at the highest standard.
• To manage the preparation and presentation of partnership reports.
• To ensure appropriate procedures and practices are in place to effectively manage partnership aspects of the organisation.
• Work with the CEO to investigate new revenue streams in NZ and globally.

• Revenue and net contribution targets met.
• Clearly articulated partnership strategy, with a practical implementation and evaluation plan.
• Hurricanes properties are clearly identifiable, distinct, and meet the needs of different partner segments as evidenced by sell through, tenure and achievement of targets.
• A level of  proposal activity and successful acquisition is maintained, revenue targets achieved.
• Collateral exists and is compelling, current, accurate and aligns with the suite of partnership properties.
• Accurate, informative and timely reports produced according to internal and partner requirements including compelling partnership reviews.
• Procedures and practices identify expectations, outcomes, budget and variances.
• Effective policies adopted concerning partnership.

Relationship Management

• To establish and maintain very good working relationships with the partner company’s key representatives.
• Work with Marketing and Finance to ensure appropriate monitoring of all partnered product and agreements.
• Account manage all Tier 1 partnersdirectly and successfully.
• Meet with partnersregularly and share leverage and progress information.

• No significant issues raised by partners, positive feedback received.
• All partnership and product activites meet the expected performance targets.
• Tier 1 partnersgive great feedback informally, in annual reviews and renew partnerships where financially able.
• Partner engagement high and reviews positive on value delivered by the Hurricanes from the partnership.

Event Management

• Plan and deliver events to meet partnership obligations.
• Ensure all events involving partners or commercial activities are well run and exceed partner expectations.
• Ensure all commercial obligations are met
• Coordination of all partner linked or branded communications.
• Ensure superior planning and coordination of partnership responsibilities on Game Day

• All contracted  partner event outcomes achieved.
• Events are well run and rated as successful and meet financial, marketing, partnership, and customer experience objectives.

Leadership

• Establish and maintain effective working relationships with the Chief Executive and Board.
• Effective delegation to direct reports so they take full responsibility for achieving their own accountabilities.
• Setting standards and agreeing accountabilities for direct reports so that they know and commit to achieving the goals set for them in their position.
• Monitoring results and giving feedback to direct reports on the achievement of their key accountabilities.

• CEO and Boards express confidence in accuracy and timeliness of partnership advice and reports.
• Key accountabilities and performance targets are set up for each direct report.
• Direct reporting personnel sign Key Accountabilities to endorse understanding of and commitment to their work; performance meetings held on time.
• Constructive feedback offered and development opportunities identified and implemented.

Projects Support

• Participate in any projects as required. 

• Project contribution commitments are met.

Management

• Maximise the opportunities for staff to actively. develop the competencies required by the Hurricanes and to increase their contribution and worth.
• Carry out effective performance and remuneration reviews for direct reports.
• Comply with HR systems and processes.

• Ensure development plans for all staff are produced and appropriate opportunities identified.
• Performance and remuneration reviews scheduled and carried out.
• All HR obgliations met.

COMPETENCY PROFILE:

Critical:

• Analytical/Problem Solving Skills – Logically think through issues and analyse problems in a structured manner.
• Flexibility and Adaptability – Ability to respond appropriately to different situations, people and ideas.

Core:

• Action Orientation – Directing energies and efforts and taking action.
• Commercial and Business Acumen – Keen awareness of business opportunities and the ability to maximise both short term and long term profit gain.
• Communication Skills – Willingness to communicate. The quality of presentation of ideas, thoughts and arguments to both individuals and groups.
• Co-operation and Participation – Willingness to work helpfully with others and to share in activities.
• Decision Making and Judgement – Balanced style. Determines the facts, evaluates information, forms a judgement and decides a course of action. Makes decisions when necessary using past experience to aid judgement.
• Interpersonal Skills – Dealing with people, awareness and sensitivity to others.
• Performance Management Orientation – Oriented towards personal and team accountability and reward for performance.
• Personal Initiative – Taking action outside defined parameters. Using ideas unprompted to take action.
• Planning and Organising Skills – Plans in advance, sets targets, schedules and marshals resources.
• Quality Orientation – Oriented towards achieving and maintaining standards of work to meet customer needs and requirements.
• Tactical Planning – A specific scheme to achieve a short-term aim or task.
• Team Building Skills – Selecting and developing teams to achieve objectives. Building work-group cohesiveness and commitment.
• Tenacity and Determination – Following through and sticking at a task until it is completed.

Specialised:

• Strong sales and negotiation skills
• Ability to instil confidence and maintain credibility with corporate representatives
• Significant experience and skill in partnership strategy, sales and management
• Broad commercial and business knowledge and nous
• Ideally a commercial or marketing related qualification
• Project management skills
• Verbal/Numerical ability: Above average numerically
• Affinity for sport / entertainment.