Bilal Jagot

Telecoms Executive

Talent

Johannesburg, City of Johannesburg Metropolitan MunicipalityMember since December 16, 2022

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About

I have 20+ years experience in the Telecoms industry & I am passionate about creative value propositions that challenge the status quo and industry norms. I believe in using a design thinking approach to forge new paths to profitability and sustainable market share.

Experience

Senior Manager: Enterprise Value Proposition

MTN SA (Johannesburg) July 2018 – present

GROW THE BUSINESS through surveying the market to develop customer personas which are aligned to business capability. Furthermore, responsible to constructing offerings that wrap existing products as a compelling option for customers. Win as a challenger brand in the business sector of the telecoms industry.

Key Areas of Responsibility: Team Management; Persona development, Inventory forecasting and management for R200M of inventory, Offer fulfilment and development; Driving advertising through various channels including digital; Team collaboration with Upstream and Downstream education programmes; OEM and Partner management; CXO engagement and expectation management.

Special Notes

■ Built the Department from scratch to focus on a gap within the business which resulted in lost business. With the team in place, MTN was winning 50% more business from competitors.

■ Drove a Collaborative Environment with constant feedback to CXO to ensure alignment horizontally and vertically in the business.

■ Black Friday was Successfully driven as a campaign across 20 departments exceeding revenue targets by 50%.

■ Establish Governance and Controls to institute risk mitigation, quicker turn around and improved communication with C-level team.

Manager: Enterprise Mobile Services

MTN SA (Johannesburg) June 2016 – July 2018

LEAD THE TEAM in producing innovative new products in the Enterprise Mobile area, driving the launch of solutions into the market and customer engagement. Notably, faced a period of organizational upheaval with no Unit GM appointed – have taken charge in establishing KPIs, setting priorities and working with limited resources.

Key Areas of Responsibility: Unit, Team Management; Product Development Go To Market activities; Engagement with Agency to position in the marketing including Digital Marketing and Advertising; Customer Engagement; KPI Management; Management of Forecasting, Order Fulfilment Processes; Supplier Management

Special Notes

■ Injected renewed sense of direction, focus on KPIs and on smaller projects that could be executed without upper layer of management.

■ Identified fulfilment mechanisms to create converged mobile and ICT solutions; improved processes, reducing average order ageing from 40 days to 10 (a 75% gain).

■ Industry firsts with Made For Business and Made To Share launches.

Manager: Unified Communications

MTN SA | MTN Business (Johannesburg) June 2015 – June 2016

SPEARHEADED product development in the fixed voice, mobile voice, mobile data and WiFi solutions areas

Key Areas of Responsibility: Innovation; Product Development; Engagement with Network and IT Development Teams; Team Performance Management; Go-To Market Management; Customer Relationship Management, Interaction, Needs Analysis

Special Notes

■ Products and solutions: mobile contract creation and management; mobile PABX; video conferencing; WiFi for enterprise & consumer; WiFi calling; fixed voice billing

■ Launched Mobile PBX, a first for South Africa; launched Push-to-Talk, the first ICT product in the Mobile space, and created custom solutions for companies such as Exxaro, AON and the Erhukhuleni Local Government

Business Unit Manager: Software, Security, Fixed Voice

MTN SA (Johannesburg) Dec 2013 – May 2015

PROMOTED from Manager: Software as a Service to Manager: Software & Security (April 2014) and then to Business Unit Manager in Sept 2014. Managed a portfolio including 4 direct reports, revenue of R90m pa, navigating a number of restructures.

Key Areas of Responsibility: Profit & Loss Management; Management of KPIs (revenue, costs, EBITD, sales, products); Portfolio Strategy Development; Growth Strategies, Plans; Communications Planning (product awareness); Priorities and Team Management; Performance Management; Product Development; Profitability Management; Implementation of Best Practices

Special Notes

■ In 2014 increased pipeline by 100% through internal and external engagements; drove the team ‘rhythm’ to ensure high productivity and alignment behind common goals; and increased YTD revenue by 10%, exceeding all KPIs.

■ Between 2013 and 2014 as Manager: SAAS was tasked with increasing revenue. Formulated the team charter and portfolio strategy; led development of 3 products over 3 months (6x faster than average) and saw revenue increase by 10%.

■ Successfully instilled a culture of ownership and accountability within the team, with individuals growing from “D1” to “D4” resources.