Call for Interest - Senior Advisor NSO Transformation and Implementation, Consultancy 6 Months

This position is based in Rome, Italy, and is under a consultant contract, with an initial assignment of six (6) months, with the potential of extension for additional 6 months.

The International Fund for Agricultural Development (IFAD) is an international financial institution, and a specialized United Nations agency dedicated to eradicating rural poverty and hunger.

It does so by investing in rural people.

IFAD finances programmes and projects that increase agricultural productivity and raise rural incomes, and advocates at the local, national and international level for policies that contribute to rural transformation.

The Senior Advisor Consultant works under the direct supervision of the Chief of Staff.

This position is envisaged as a temporary Senior Advisor to the Office of the President and Vice-President (OPV), responsible for supporting the implementation, operationalisation and institutionalisation of IFAD's NSO Transformation Programme.

The role is intended to provide independent, senior-level implementation support across organisational boundaries and to help ensure that the reforms arising from the NSO Core Process Redesign are successfully embedded in IFAD's governance structures, operating model, portfolio management practices, and organisational culture.

• Job Role
• Background

The International Fund for Agricultural Development (IFAD) has identified Non‑Sovereign Operations (NSOs) as a strategic pillar to complement sovereign operations, mobilise additional resources, and enhance development impact in rural areas.

Recent internal and external assessments have highlighted the need to strengthen the institutional framework supporting NSOs, including governance arrangements, accountability structures, decision‑making processes, portfolio supervision, risk management practices and organisational capabilities.

The NSO Core Process Redesign exercise has produced a comprehensive target operating model, including revised governance arrangements, Deal Team structures, transaction‑processing methodologies, approval mechanisms, investment committee architecture, portfolio supervision processes, watchlist management procedures, and restructuring frameworks.

The next phase requires successful implementation, operationalisation and institutionalisation of these reforms across the organisation.

Experience from other multilateral development banks and development finance institutions demonstrates that the success of such transformation programmes depends not only on process redesign but also on practical implementation, leadership alignment, capability development, institutional learning and cultural change.

To support this process, IFAD may benefit from engaging a highly experienced Senior Advisor to work directly with the Office of the President and Vice‑President in overseeing and accelerating implementation of the NSO Transformation Programme.

Scope of Work

Support implementation through monitoring and providing feedback on the redesigned NSO operating model, including:

• Deal Team structures and responsibilities;
• Project Eligibility Note (PEN) process;
• Project Concept Note (PCN) process;
• Due diligence and transaction management processes;
• Delegated authority arrangements;
• Approval pathways;
• Implementation planning and monitoring;
• Work with QAS to monitor the attainment of the KPIs.
• B. Governance and Accountability Strengthening

Support implementation of governance reforms, including

• Clarification of roles and responsibilities;
• Strengthening decision rights and accountability mechanisms;
• Optimisation of committee structures and governance bodies;
• Enhancement of transparency and consistency in decision‑making;
• Strengthening coordination among PSD, RMO, LEG, FCD, ODE and other participating functions;
• Support OPV to understand the gaps within these divisions so that we can discuss which ways to address them.
• C. Investment Committee Operationalisation

Support the finalisation of the TORs, the establishment and operationalisation of the redesigned Investment Committee framework, including:

• Participation as senior adviser and observer;
• Identification of governance bottlenecks;
• Review of decision quality and consistency;
• Recommendations for continuous improvement;
• Dissemination of relevant practices from peer institutions.

Support senior management in translating strategic risk appetite into practical operating guidance through:

• Development of decision‑making frameworks;
• Clarification of acceptable risk parameters;
• Support for resolution of recurring transaction‑level issues;
• Strengthening consistency between governance decisions and strategic objectives.

Support enhancement of portfolio management capabilities, including

• Early warning indicators;
• Waiver and amendment processes;
• Restructuring and recovery arrangements;
• Management information systems.
• F. Transition Phase Support and optimisation of redesign recommendations

Support implementation of the redesigned framework through selected pilot transactions.

Responsibilities may include

• Advising Deal Teams;
• Identifying implementation challenges;
• Recommending process refinements;
• Supporting broader institutional rollout.
• G. Organisational Change Management
• Support organisational change associated with the NSO transformation programme through:
• Communication strategies;
• Facilitation of cross‑functional working groups;
• Monitoring implementation progress;
• Identification and resolution of implementation bottlenecks;
• Support to senior management decision‑making.
• H. Capacity Building and Knowledge Transfer

Support institutional capability development through

• Mentoring and coaching of staff;
• Participation in transaction reviews;
• Support to governance bodies;
• Development of practical guidance materials;
• Workshops and training programmes;
• Dissemination of international good practices.
• I. Strategic Advisory Support
• Provide direct advice to the President, Vice‑President and senior management regarding:
• NSO implementation;
• Governance effectiveness;
• Organisational readiness;
• Institutional capabilities;
• Alignment with international good practice among MDBs and DFIs.
• The successful candidate should possess
• At least 25 years of progressively responsible experience in development finance, private‑sector investments, private equity, investment banking, infrastructure finance or related fields;
• Extensive experience within multilateral development banks, development finance institutions or comparable organisations;
• Demonstrated experience in establishing, restructuring, transforming, managing, supervising or governing non‑sovereign investment portfolios, private equity funds, investment funds, financial institutions or comparable investment platforms;
• Significant experience across the full investment lifecycle, including origination, due diligence, structuring, approval, supervision, portfolio management, restructuring and recovery;
• Demonstrated experience in governance, investment committee processes, risk management and institutional strengthening;
• Proven experience supporting organisational transformation programmes, implementation of institutional reforms, and the management of organisational and cultural change;
• Strong understanding of three‑lines‑of‑defence frameworks and investment governance arrangements;
• Experience operating effectively at Board, senior management and government levels;
• Excellent communication, facilitation and drafting skills;
• Experience within institutions such as EBRD, IFC, IDB Invest, Af DB, FMO, Proparco, British International Investment or comparable organisations;
• Experience in agricultural finance, agribusiness investments, rural development, natural‑resource management or climate‑resilient rural infrastructure;
• Experience in emerging and frontier markets.
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