Job Openings at Gamma Mobility

POSITION SUMMARY:

• The Head of Growth owns Gamma's country deployment pipeline — turning lead generation into vehicle-ready captains at scale across Nigeria. The function delivers Gamma's full country deployment plan through a multi-channel acquisition engine, a centralized conversion operation, and a training and onboarding system spanning every city we operate in.
• This is a senior commercial leadership role with significant matrix complexity. The Head of Growth orchestrates field agents, platform partnerships, OEM channels, and community referrals; and coordinates with peer functions across Marketing, Customer Success, Risk, and Operations. The role suits a senior operator who thrives on aggregate accountability and cross-functional leverage in a fast-scaling business.

ROLES AND RESPONSIBILITIES:

Pipeline, Channel Mix & Partnerships

• Own the country's aggregate lead pipeline as a single accountable number — across every input channel, including those operated by peer functions.
• Set and manage the country channel mix across field, partner, community, and digital channels — calibrating the blend to deliver volume, quality, and cost efficiency.
• Diagnose drop-offs across the full acquisition funnel and direct corrective action to keep monthly deployment on plan.
• Manage channel performance with peer functions on committed volumes, and lead recovery action when commitments are at risk.
• Own commercial relationships with key acquisition partners — including ride-hailing platforms, delivery platforms, and dealer or showroom partnerships.
• Lead OEM channel engagement on co-marketing and dealer activation across Gamma's vehicle portfolio.

Conversion, Training & Onboarding

• Own the country conversion engine — turning qualified leads into signed, vehicle-ready customers at scale.
• Drive conversion rate from qualified lead to signed customer; diagnose and address drop-off by source and city.
• Own Training & Onboarding across all cities — induction throughput, training quality, and time-to-handover.
• Deliver captains who are fully trained, onboarded, and vehicle-ready at handover — the point at which the customer transitions into city-level operations.

Lead Quality & Cohort Outcomes

• Own lead quality as a Growth accountability — measured by how leads perform through evaluation, conversion, and into early cohort outcomes.
• Manage channel mix to deliver not only volume but cohorts that perform against underwritten expectations.
• Partner with Risk on the feedback loop between source-level lead quality and cohort outcomes — separating quality issues attributable to channel and source from those attributable to credit policy.
• Hold Growth's lane in the country's cohort-quality conversation — bringing source and channel evidence to senior portfolio reviews.

Growth Analytics & Funnel Diagnostics

• Own the country growth dashboard — pipeline by source, conversion by stage, training throughput, handover readiness, and cohort quality follow-through.
• Build the analytics function that powers Growth's decision-making — funnel diagnostics, lead quality reporting by source, and senior forum inputs.
• Instrument source-level and channel-level data to enable real-time diagnosis rather than month-end post-mortem.
• Bring evidence-based judgement to senior growth conversations, translating funnel data into clear decisions and trade-offs.

People Leadership & Function Building

• Build and lead a senior Growth team across acquisition, conversion, training and onboarding, partnerships, and analytics — setting the bar for talent, performance, and accountability across the function.
• Cultivate a culture that is direct, data-driven, and accountable to aggregate outcomes rather than channel-level alibis — where peer functions are partners to be coordinated, not obstacles to be blamed.
• Operate as a credible peer to other country Heads — chairing forums, navigating trade-offs, and bringing structured judgement to senior decisions.
• Represent Growth at the Country Manager and senior leadership level — translating funnel realities into strategic recommendations and shaping the company's growth trajectory.

Requirements

• Master's degree in Business Administration, Marketing, Economics, or a related field.
• 10+ years of progressive commercial experience, with at least 5 years in a senior role accountable for multi-channel customer acquisition at scale — ideally in gig economy, mobility, fintech, asset finance, ride-hailing, last-mile logistics, or large-scale distribution within African markets.
• Demonstrated track record of building and running multi-channel acquisition operations — across field, partner, referral, and digital channels.
• Direct experience operating in a matrix structure across multiple cities, where execution runs through local leaders not under direct line management.
• Proven experience leading senior functional managers — hiring, coaching, developing, and where necessary replacing them.
• Demonstrated ability to be held to an aggregate outcome while depending on peer functions for inputs, and to manage those peer relationships through structured contracts and forums.
• Experience working with OEM and platform partners in commercial channel relationships strongly preferred.
• Experience standing up new commercial functions from zero strongly preferred.

Key Skills

• Multi-channel acquisition fluency, with the judgement to calibrate volume, quality, and cost across field, partner, community, and digital channels.
• Funnel and data discipline with an ability to read conversion data critically and diagnose drop-offs before they surface as missed targets.
• Leads peer functions and senior forums through structured judgement, not line control displaying influence without authority
• Comfortable being measured on a number whose inputs are partly outside direct control.
• Quality-versus-volume judgement, with the conviction to resist growth pressure when channel mix risks downstream cohort health.
• Has the capability to drive difficult conversations while holding peers, partners, and direct reports to standard with clarity and respect.
• Structured thinking and writing and displays a sharp ability to translate complex commercial trade-offs into clear, well-argued decisions.

go to method of application »

POSITION SUMMARY:

• The Head of Portfolio is the single accountable owner of post-handover rider economics across the country. The role exists to deliver three co-equal outcomes — cohort repayment performance, recovery effectiveness, and portfolio execution discipline — through central function managers and the city-level execution teams that follow the standards this function sets.
• The Head of Portfolio is responsible for translating company underwriting expectations into operational reality: building and running the collections framework, owning the recovery operating model, setting our portfolio operations standards, and managing the loss mitigation process and owning the operating mechanisms that drive portfolio performance across the customer lifecycle. This function begins after the credit decision and the vehicle handover, and should ideally end with either a fully repaid lease, contract termination, or another approved closure pathway.

Portfolio Health & Cohort Outcomes

• Own country-level portfolio outcomes — repayment rate, cohort delinquency, portfolio at risk, and recovery rate — measured against underwritten expectations.
• Own portfolio migration metrics including PAR performance, roll rates, cure rates, delinquency progression, and recovery conversion across all portfolio cohorts.
• Build and maintain a cohort view that tracks every onboarded captain forward through their lease life, attributable to city, source, vehicle type, risk band, repayment behaviour, and recovery outcomes.
• Hold portfolio quality in tension with deployment pace — protect long-term cohort economics by signalling when growth velocity is outrunning the system's ability to absorb it.
• Represent portfolio health at senior leadership level, with the authority to call for strategy modifications when cohort signals breach defined thresholds.

Collections Framework & Station Operations

• Own the end-to-end collections operating model — from first-payment-missed through delinquency progression, including escalation logic, customer contact discipline, and the transition into recovery.
• Set productivity standards across the collections team; design caseload management and incentive structures that reward outcomes, not activity.
• Build the technology and data instrumentation required to manage portfolio quality proactively — early-warning signals, automated repayment plans, and real-time visibility for customers and operators.
• Set and enforce the operating standards for how stations function as the daily touchpoint with captains — compliance enforcement, telematics performance, rider engagement, telematics performance, attendance monitoring, asset accountability, escalation management, and operational discipline.
• Enforce daily payment compliance at station level through clear, consistently applied operating rules.
• Develop and enforce the Franchise Station Owner engagement and accountability framework — including commercial contracting, performance standards, penalty structures, and performance tracking.

Recovery & Emergency Operations

• Own the recovery operating model — ensuring all triggered recoveries are executed in line with defined process, SLA, and case economics, and that recovery decisions reflect cohort-level value rather than case-level effort.
• Drive recovery strategy based on portfolio economics, balancing recovery costs, expected recoveries, asset value, customer behaviour, and long-term portfolio outcomes.
• Coordinate the recovery execution framework to drive improved recovery efficiency — including assignment productivity, contact-to-conversion rates, and payment recovery yield per case.
• Manage the recovery task queue end-to-end — including ageing of open tasks and timely resolution of all urgent cases.
• Own the Automated Repayment Plan framework as the primary churn-reduction lever — including offer triggers, acceptance terms, and post-acceptance performance monitoring.
• Ensure all executed recoveries are completed and closed within stipulated SLA, with clear closure status and audit trail.
• Own the emergency response process for all incident triggers — ensuring the recovery team responds within defined SLAs to attempt retrieval, attend scene, and protect captain wellbeing and assets.
• Ensure all emergency tasks are resolved and closed within stipulated SLA, with clear closure status — either successful resolution or formal escalation to exception.

Cross-Functional Engagement & Data Stewardship

• Partner with Risk to feed delinquency insights into the credit gate, distinguishing credit issues from collections issues.
• Partner with city leadership on execution — setting the framework cities execute, holding cities to standard, and adjudicating where execution falls short.
• Engage key business functions to ensure portfolio data is instrumented correctly, dashboards are accurate, and operating actions are tracked to closure.
• Champion rider behavioural data as the compounding asset of the business — ensuring portfolio operations protect, structure, and feed this asset into Gamma's longer-term financial services thesis.

People Leadership & Function Building

• Build and lead the Collections, Recovery, Station Operations, and Emergency Response functions through capable managers, setting the standard for talent, performance, accountability, and operational excellence across the portfolio organisation.
• Cultivate a culture that is direct, evidence-driven, and accountable to cohort outcomes rather than individual cases — where standards hold consistently across every city.
• Develop a bench of capable senior managers ready to scale with the business — through promotion, geographic expansion, and succession into the role itself.
• Operate as a credible peer to other country Heads — navigating trade-offs, holding ground on portfolio quality, and bringing structured judgement to senior decisions.
• Represent Portfolio at the Country Manager and senior leadership level — translating cohort realities into strategic recommendations and shaping the company's growth trajectory.

Requirements

• Master's degree in Business Administration, Finance, Economics, Statistics, or a related field.
• Minimum of 10 years of progressive operational experience, with at least 5 years in a senior role with direct accountability for portfolio outcomes in a credit-bearing business — consumer lending, asset finance, vehicle financing, microfinance, or BNPL.
• Demonstrated track record of building (not merely running) a collections or recovery function — taking a team from small to scaled, designing the systems and frameworks, not inheriting a finished machine.
• Direct experience managing field-based operational teams across multiple geographies.
• Track record of measurable portfolio improvement — specific, attributable, and defensible in detail.
• Proven experience managing functional managers (Collections Managers, Recovery Managers, or equivalent) — including hiring, coaching, performance management, and termination.
• Experience operating in a daily-repayment or high-frequency-collection environment strongly preferred.

Key Skills

• Fluent in vintage analysis, delinquency curves, recovery economics, and risk-adjusted unit economics; thinks in populations, not individual cases.
• Designs operating models, standard operating procedures, and team structures rather than running everything personally.
• Excellent data fluency and scepticism - reads dashboards critically, asks what is being measured before answering what to do, and instruments operations for proactive management.
• Strong proficiency in portfolio analytics, cohort analysis, delinquency management, recovery performance measurement, and operational dashboard design.
• Ability to hold the line on portfolio quality against deployment pressure, and to deliver hard feedback to functional managers and city teams.
• Written and structured thinking - narrative-first communication, decision documents, structured cohort reviews, clear escalation.