About the role

[https://app.ashbyhq.com/api/images/user-content/1d985516-2a99-43c0-b591-957f5adaceb9/5ac97b31-49cd-4012-8bb0-5caf15e33c69/B25.png] SENIOR SALES MANAGER (ALTERNATE & INDIRECT CHANNEL) — M-KOPA GHANA [https://app.ashbyhq.com/api/images/user-content/1d985516-2a99-43c0-b591-957f5adaceb9/f95b34cf-e102-4500-b7aa-52b90b533530/image.png] YOU'VE HIT YOUR NUMBERS. YOU'VE LED MANAGERS WHO HIT THEIRS. BUT HAVE YOU EVER BUILT THE CHANNEL FROM THE GROUND UP — RECRUITMENT, INCENTIVES, SYSTEMS AND ALL — RATHER THAN INHERITING ONE THAT ALREADY WORKED? Most senior sales roles ask you to run a channel someone else designed. This one asks you to build it: nationwide, across every region in Ghana, spanning two very different sales motions at once. M-KOPA now serves 7 million customers across Africa, having unlocked over $2 billion in credit, with 86% of customers reporting improved quality of life and 70% using our products to generate income. Behind those numbers sit 35,000+ agents and a distribution engine that has to keep working, region by region, shop by shop. This role owns two critical pieces of that engine in Ghana: the Alternate Channel (dealer and community shops) and the Telco Indirect network — both nationwide, both yours to grow. [https://app.ashbyhq.com/api/images/user-content/1d985516-2a99-43c0-b591-957f5adaceb9/cd16bd94-9669-4031-b205-93c655ed4de2/image.png] WHY THIS TIMING MATTERS M-KOPA is scaling from 7 million customers toward 10 million, and Ghana's channel infrastructure needs to be built for that next phase, not just maintained for this one. That's why this role exists now: not to manage an established, steady-state operation, but to define how alternate and indirect distribution should work at national scale, then build the team and systems to make it real. WHAT MAKES THIS DIFFERENT This isn't a single-channel job. You'll be accountable for two distinct distribution models — dealer/community shops and telco indirect outlets — each with its own partners, incentive logic, and performance rhythm, and you'll be expected to find the synergies between them rather than run them as separate silos. You'll also sit closer to strategic decision-making than most sales management roles: building the business case and ROI model for channel investment, shaping national commission structures with the Strategy team, and — as you prove yourself — stepping in to support Regional Managers or lead cross-regional initiatives. It's a role explicitly designed with room to grow into broader sales leadership, not a fixed lane. [https://app.ashbyhq.com/api/images/user-content/1d985516-2a99-43c0-b591-957f5adaceb9/415d7d55-a26f-499a-81ed-ba728d1fa07f/image.png] WHAT YOU'LL NEED TO BRING - Demonstrable experience leading field sales teams through other managers — not just individual contributors — ideally including exposure to fintech, FMCG, telecoms, or consumer finance environments where high-volume, target-driven execution is the norm. - Proven track record delivering sales targets in geographically dispersed, high-volume field environments, with the analytical rigour to read scorecards and performance trends and turn them into decisive regional and resourcing calls. - A track record building or scaling distribution channels and partner networks — recruitment, onboarding, incentive design, and partner relationship management at more than a local level. WHAT THE WORK ACTUALLY LOOKS LIKE Some weeks are about the numbers: reviewing scorecards, diagnosing which regions are underperforming and why, and reallocating resources before a small gap becomes a big one. Others are about the field: spending structured time on the ground, in shops and with telco partners, resolving what's actually blocking activation rather than waiting for it to surface in a report. You'll be negotiating commission structures with the Strategy team one week and sitting across the table from a national telco partner the next, a