Regional Business Head at Gamma Mobility

Position Summary:

The Regional Business Head (RBH) is the single accountable owner of growth and portfolio outcomes across a cluster of cities within a country operation. The role exists to deliver three co-equal outcomes at the regional level — fleet growth, portfolio quality, and operational execution — through City Managers, not around them.

The RBH is responsible for translating company strategy into regional execution, scaling captain onboarding and vehicle deployment across the cluster, holding City Managers accountable for city-level performance, allocating resources across cities under scarcity, and ensuring that centrally designed systems (acquisition, evaluation, onboarding, collections, station operations, recovery, vehicle operations) are executed consistently across every city in the cluster.

The RBH does not directly run cities. The RBH is measured on what the region delivered through its City Managers — growth throughput, portfolio outcomes, cross-city pattern recognition, City Manager performance management, and the regional execution of strategic initiatives.

Roles and Responsibilities  

Regional Growth & Throughput

• Own regional growth throughput — total captains onboarded and total vehicles deployed across the cluster on a weekly and monthly basis.
• Set city-level growth targets in line with country fleet expansion goals, calibrated to each city's lifecycle stage, capacity, and absorption rate.
• Oversee sales operations across the cluster — lead generation, lead evaluation, onboarding conversion, and time-to-deployment.
• Drive the regional acquisition funnel — Leads Generated → Leads Evaluated → Captains Onboarded → Captains Ready for Deployment → Active Captains — and diagnose drop-off at every stage.
• Coordinate with Supply Chain to ensure vehicle availability matches deployment demand across the cluster. Escalate supply constraints that block city-level growth.
• Identify and unblock structural growth constraints — sourcing channel quality, evaluation throughput, station capacity, refurbishment lead times — that limit captain onboarding across the region.

Regional Portfolio & Outcome Ownership

• Own Repayment Rate, Active Rate, and City Profitability outcomes across all cities in the cluster.
• Aggregate and interpret city-level performance to identify regional patterns, outliers, and structural issues invisible at the city level.
• Set city-specific portfolio performance targets in line with country goals, adjusted for lifecycle stage (Emerging, Maturing, Matured, Underperforming).
• Lead regional performance reviews with City Managers using standardized scorecards and structured question pools.
• Diagnose root causes of portfolio underperformance at the regional level and direct corrective action through the appropriate City Manager.
• Hold growth and portfolio quality in tension — protect unit economics by ensuring captain onboarding velocity does not outpace the regional system's ability to manage portfolio risk.

City Manager Performance Management

• Hire, coach, develop, and where necessary replace City Managers across the regional cluster.
• Run a structured weekly City Manager cadence — accountability on prior commitments, diagnosis pressure-testing, and decision unblocking.
• Maintain a regional City Manager scorecard and bench plan. Identify successors before vacancies open.
• Set and enforce the standard for City Manager output quality — scorecard discipline, diagnosis quality, commitment delivery, disagreement transparency.
• Hold City Managers accountable for outcomes that depend on functions they do not directly control (Collections, Mechpad, Customer Success, Supply Chain) — by escalating to central function owners when execution gaps appear.

Cross-City Resource Allocation

• Decide vehicle deployment priority across cities in the cluster — which city receives new and refurbished assets and in what sequence, balanced against portfolio absorption capacity.
• Allocate headcount across cities — Sales, Evaluation, Recovery Officers, Senior Recovery Officers, Station Operations — based on portfolio risk and growth opportunity.
• Make trade-off decisions when capital, headcount, or attention is constrained. Take from one city to give to another based on regional outcome impact, not city advocacy.
• Manage regional operating budget against approved cost-to-serve targets.

Regional Execution of Central Strategy

• Own the regional rollout of company-wide systems — collections automation, captain scoring, station operations framework, automated repayment plans, recovery protocols — ensuring consistent implementation across every city in the cluster.
• Enforce gate compliance on phased roll outs. No city advances to the next phase without meeting the prerequisite operational standards.
• Capture and synthesize learnings across the cluster during phased roll outs. Feed insights back to central function owners (Ops Excellence, Engineering, Collections, Customer Success).
• Represent the regional cluster in cross-functional forums — strategy reviews, product builds, central system design — so regional execution constraints are reflected in central decisions.

Risk, Compliance & Asset Protection

• Oversee regional risk posture — credit risk, operational risk, asset risk — in coordination with the Head of Risk and the Head of Portfolio.
• Ensure all cities meet active tracker rate, station operations compliance, and recovery SLA thresholds. No city falls below the regional standard without an active corrective plan.
• Monitor regional fraud, leakage, and absconding patterns. Coordinate with the investigation team on cross-city cases.
• Enforce process compliance and ethical standards uniformly across the cluster.

People Leadership & Regional Culture

• Build and sustain a high-performance operating culture across the regional cluster — narrative-first scorecards, disagree-and-commit transparency, written commitment delivery.
• Develop a bench of capable City Managers and senior city operators ready for promotion or rotation.
• Set the operating cadence for the cluster — weekly review rhythm, monthly business review structure, quarterly planning.
• Model the standard for written communication, decision discipline, and accountability across the region.

Requirements

• Master’s degree in Business Administration, Operations Management, Finance, Economics, or a related field. 
• Minimum of 10 years of progressive operations experience, with at least 4 years in a role with accountability for outcomes across multiple cities, sites, or geographies.
• Demonstrated track record of managing a multi-city or multi-unit operation in mobility, leasing, logistics, fintech, FMCG distribution, or financial services.
• Proven experience managing City Managers, Branch Managers, or equivalent multi-unit operational leaders — including hiring, coaching, performance management, and termination.
• Direct experience owning portfolio performance metrics in an asset-financing, leasing, or credit-driven business (repayment rate, PAR, recovery, delinquency).
• Experience executing phased operational roll outs across multiple sites — collections systems, sales operations, technology deployments, or process standardization.
• Demonstrated ability to make resource allocation decisions under scarcity and defend trade-offs with peers and senior leadership.

Key Skills

• Multi-unit operational leadership — comfortable holding accountability for outcomes delivered through other managers, not personally.
• Pattern recognition across geographies — able to read 5–10 city scorecards simultaneously and identify the regional signal versus city-level noise.
• Credit and portfolio fluency — fluent in repayment dynamics, delinquency curves, recovery economics, and risk-adjusted unit economics.
• Resource allocation discipline — able to take from one city to give to another and defend the decision.
• Difficult conversations capability — able to hold peer-level City Managers accountable, deliver hard feedback, and make termination decisions when required.
• Written and structured thinking — narrative-first communication, decision documents, structured scorecards, clear escalation.
• Systems and process discipline — enforces standard operating procedures rather than redesigning them per city.
• Stakeholder management across functions — collections, risk, supply chain, customer success, engineering, finance.
• High integrity and personal accountability.