Full Time Planning Manager Jobs, in Demogates Sdn Bhd Nibong Tebal - Maukerja

Role Summary

This is not a traditional Planning Manager role but a General Manager with a primary focus on day-to-day operations. Instead, we are seeking someone who will act as the architect of the company’s revenue growth, brand elevation, and financial health. You will lead the strategic planning, integration, and performance tracking of Sales, Marketing, and Finance, while maintaining a lighter secondary oversight of Production and Operations to ensure alignment with the overall business plan. As the right hand to the Managing Director, you will drive the expansion of revenue and cash flow by setting aggressive, data-driven plans and ensuring the entire organization is calibrated to execute them.

Key ResponsibilitiesStrategic Sales & Marketing Planning (Primary Focus – ~50%)

• Integrated Growth Architecture: Design and own the annual and quarterly integrated Sales and Marketing plan, setting clear targets for revenue growth, market share, customer acquisition, and brand value uplift.
• Revenue Expansion: Develop and drive structured sales strategies (channel, product, and territory) that aggressively grow top-line revenue while optimizing customer and product mix for profitability.
• Brand Value & Positioning: Lead the strategic planning of all marketing activities—digital, trade, and brand—to elevate brand perception and value; ensure marketing ROI is tracked and directly linked to commercial outcomes.
• Sales & Marketing Alignment: Build the operating cadence that forces seamless coordination between Sales and Marketing, ensuring lead generation, nurturing, and conversion funnels are planned, tracked, and optimized relentlessly.
• Market Intelligence: Systematically scan market trends, competitor moves, and customer insights to pivot strategic plans proactively; act as the in-house thought leader on where to play and how to win.

Financial Planning, Tracking & Governance (Primary Focus – ~30%)

• Cash Flow & Profitability Guardian: Translate the growth plans into robust financial models; serve as the primary owner of the consolidated cash flow forecast, actively identifying risks and opportunities to accelerate cash conversion.
• Budget & Target Architecture: Work with the Finance team to cascade company objectives into department-level budgets and targets; ensure every commercial decision is stress-tested against financial hurdles.
• Performance Tracking & Decision Support: Create a lightweight but rigorous performance management system (dashboards, KPIs) that gives the Managing Director and leadership team a real-time view of Sales, Marketing, and Finance health. Flag deviations and recommend concrete course corrections.
• Investment & Resource Planning: Evaluate investment proposals for growth initiatives (new markets, campaigns, product launches) with a sharp eye on payback, ROIC, and alignment with cash flow priorities.

Production & Operations Oversight (Secondary Oversight – ~20%)

• Strategic Alignment: Ensure the Production and Operations functions are consistently aligned with the commercial plan—translating sales forecasts into achievable production schedules and inventory plans without overburdening working capital.
• Bottleneck Monitoring: Through dotted-line oversight, monitor operational KPIs (OTIF, capacity utilization, quality, cost per unit) not to manage the day-to-day, but to identify operational bottlenecks that could jeopardize revenue targets or customer satisfaction.
• Cross-Functional Risk Management: Act as the bridge that ensures operational leaders understand the commercial “why” behind volume changes, and that commercial leaders respect operational constraints; elevate critical operational trade-offs to the Managing Director with clear recommendations.

General Management & Leadership

• Executive Team Collaboration: Function as the cohesive force among department heads (Sales, Marketing, Finance, Operations), conducting regular strategic reviews that keep the entire organization focused on growth priorities, not firefighting.
• Reporting & Advisory: Provide the Managing Director with concise, insight-driven strategic updates—not just data dumps. Be a credible sparring partner on all matters of growth, planning, and resource allocation.
• Culture of Accountability: Embed a planning-first culture where function heads commit to forecasts, own their numbers, and decisions are rooted in data and financial logic.
• Special Projects: Lead high-impact cross-departmental strategic projects (e.g., market entry, pricing overhaul, ERP/planning system upgrades) as directed by the Managing Director.

Qualifications & Experience

• Education: Bachelor’s degree in Business, Finance, Economics, or a related field; an MBA or professional qualification (CPA, CIMA, CFA) is strongly preferred.
• Professional Background: 10+ years of progressive experience, with significant exposure to strategic planning, FP&A, or commercial management. Experience in consulting, private equity, or a commercial planning function is highly valued.
• Cross-Functional Exposure: Demonstrated success in roles that required integrating Sales, Marketing, and Finance plans; prior P&L ownership is a strong plus.
• Manufacturing/Operations Familiarity: Not required to be an operations expert, but must be comfortable interpreting operational reports and challenging ops leaders on capacity, cost, and output assumptions.

Core Competencies

• Master Strategic Planner: You innately think in frameworks, timelines, and dependencies; you can build a plan from scratch that is both ambitious and executable.
• Financially Fluent: You speak the language of cash flow, margin, and return on capital as comfortably as you speak about market share and brand awareness.
• Commercial Instinct with Analytical Rigor: You balance data-driven decision-making with an intuitive sense for sales and customer dynamics.
• High-Leverage Communicator: You distill complexity into clear, compelling narratives for both the Managing Director and department heads; you’re confident enough to say “no” or “not yet” with sound reasoning.
• Execution-Minded without Micromanaging: You understand that a plan is only as good as its implementation; you track relentlessly but trust operational managers to run their own functions.

Key Performance Indicators (First 12 Months)

• Achieve consolidated revenue growth target with corresponding improvement in cash conversion cycle.
• Deploy a fully integrated Sales & Marketing forecasting model accepted by all function heads.
• Reduce monthly reporting cycle from x to y days while improving insight quality for the Managing Director.
• Zero production stoppages attributable to misalignment between commercial plans and operations scheduling.
• Measurable improvement in brand value metric [e.g., net promoter score, aided awareness] driven by new marketing planning rhythm.

To Apply: Please submit your CV and a one-page summary of a growth planning initiative you personally architected, outlining the strategic framework you used and the resulting impact on revenue and cash flow.

This organization values a forward-thinking, financially disciplined, and commercially aggressive leader who views the General Manager role as a strategic planning cockpit, not just a command-and-control position.