About the Role
The General Manager is the on-the-ground commander of the "Vision Plus 2026 Integrated Business Strategy: 'Profitable Precision.'" This role exists to transform the strategic document into a daily reality. The GM will personally drive the company’s pivot from "growth-at-all-costs" to profitability-first, focusing on operational excellence, channel mastery, and ruthless execution of the 80/20 Fortress.
The primary mandate is to achieve the KES 1.1B realistic revenue target (stretching to KES 1.5B) while turning the -5% net margin into a positive +3% to +5%. This is a turnaround role requiring a hands-on leader who can fix broken operations (11-day TAT, 86% OTIF), manage a lean KES 100M operating budget, and align siloed departments into a single, accountable unit.
Key Measures of Performance
Operational Excellence (40% of scorecard)
- Turnaround Time (TAT): Average repair TAT reduced from 11 days to 3 days by Q2 / 1 day express by Q4.
- On-Time In-Full (OTIF): OTIF rate improved from 86% to >=95% by Q2 / 97% by Q4.
- Inventory Turnover: Achieve 6x per year (60-day maximum age for any SKU).
- Stock-Out Days (Hero SKUs): Zero stock-out days per month for VP8832SW and VP8843SW.
- Spare Parts Fill Rate: >=90% fill rate for top 20 failure-prone parts.
Sales Effectiveness (30% of scorecard)
- Total Revenue: Achieve KES 1.1B (realistic) / KES 1.5B (stretch).
- Revenue by Channel: Retail (KES 400M), D2C (KES 300M), Luthuli (KES 350M).
- Top 10 Customer Concentration: Reduce from 65% to <=50% by Q4.
- TV + Soundbar Bundle Attach Rate: Achieve >=40% of TV sales.
Marketing Efficiency (15% of scorecard)
- Customer Acquisition Cost (CAC): Maintain < KES 2,000 per customer.
- Net Promoter Score (NPS): Achieve >50 (industry benchmark is 40).
- D2C Website Conversion Rate: Increase from 0.5% to >=1.5%.
- Website Traffic: Sustain >=50,000 visits/month.
Financial Discipline (15% of scorecard)
- Net Margin: Improve from -5% (2025) to >=+3% (realistic) / +5% (stretch).
- Credit Note Volume: < KES 5M per month (early warning) / < KES 2M per week (stretch).
- Aging Inventory (>60 days): Zero aging inventory entering 2027.
- In-Warranty Resolution < 48 Hours: 80% of cases resolved within 48 hours.
Team Alignment & Culture (qualitative, reviewed quarterly)
- Leadership Meeting Attendance: >=95% attendance at weekly Monday 8am sync.
- Cross-Functional Blocker Count: Zero unresolved blockers > 48 hours.
- Employee Sentiment (Pulse Check): Average score >7/10 from leadership team.
- Strategic Health Check Status: No "Red" status for 3 consecutive weeks.
Key Responsibilities (Aligned to the 5 Pillars)
Pillar 1 & 2: Product & Portfolio Execution (TV Fortress & Audio Cash Engine)
- Lead the Hero SKU Strategy, ensuring 80% of resources are focused on VP8832SW, VP8843SW, and VP8850KV to hit the KES 900M TV revenue target.
- Execute the SKU Pruning decision immediately, discontinuing the 14 identified underperformers (e.g., VPSG1, VP2060TS) and clearing all aging inventory by Q4 2026.
- Own the TV + Soundbar Bundle launch (Home Cinema Starter, Family Entertainment, Ultimate Experience), driving a minimum 25-30% attach rate.
- Oversee the successful launch of 4 new high-margin audio SKUs (Entry Soundbar, Dolby Atmos, Bluetooth Speaker) ensuring they meet the >25% margin threshold.
Pillar 3: Operational Excellence (The Foundation)
- Lead the "24-Hour Promise" turnaround: Reduce average TAT from 11 days to 3 days by Q2 and achieve 1-day express service in Nairobi by Q4.
- Drive OTIF from 86% to 95% by implementing documented SOPs, cycle counting, and a penalty/reward system in the warehouse.
- Enforce financial discipline by leading the monthly SKU profitability review (Kill/Keep/Fix framework) and controlling the "credit note hemorrhage" (requiring CFO approval for any >KES 50,000 credit note).
- Manage working capital ruthlessly, ensuring inventory velocity (<60 days for any SKU) and extending supplier payment terms.
Pillar 4: Channel Mastery & Revenue Growth
- Personally oversee the Top 10 customers (65% of revenue) to prevent churn, while leading the diversification strategy to reduce this concentration to 50% by Q4.
- Drive channel prioritization: Allocate sales effort 70% to Tier 1 (Retail/D2C/Luthuli), 20% to Tier 2 (Corporate/Online), and 10% to Tier 3 (Govt/Brand Stores).
- Triple D2C conversion rates (from 1.2% to 3.6%) by executing the website UX overhaul, Lipa Later integration, and WhatsApp commerce.
Pillar 5: People & Culture & Strategic Alignment
- Break down silos by chairing the mandatory 90-minute Weekly Leadership Sync (Mon 8 AM) and enforcing the "One Vision Plus" Scorecard (all leaders compensated on company revenue, net margin, and their departmental KPI).
- Lead the Q1 hiring sprint to onboard 4 critical roles (2 Regional Sales Managers, Financial Analyst, Service Coordinator, Digital Marketing Specialist) within the KES 14M budget.
- Institute the Weekly Strategic Health Check, using the 5 diagnostic questions to assess Market Fit, Operations, Finance, Competition, and Team Alignment, triggering the escalation protocol when red flags appear.
- Champion the "Ownership Mindset" (NO BCE), conducting blameless post-mortems and celebrating cross-functional wins.
Business Intelligence & Execution Cadence
- Operate the BI Dashboard as the single source of truth, reviewing Tier 1 (Executive) metrics daily and Tier 2 (Functional) metrics weekly.
- Lead the Daily Huddle (15 min), Weekly Leadership Sync (90 min), Monthly Business Review (3 hours), and Quarterly Strategy Review (full day) as defined in Section 12.4.
- Track leading indicators (website traffic, dealer order frequency, service backlog) religiously to predict and prevent problems.
Key Contacts
- Internal: CVO, Head of Service, Head of Warehouse, Head of Production, Head of Sales, Marketing Manager, Financial Controller.
- External: Chinese supplier partners, logistics service providers (G4S, Wells Fargo, Sendy, Glovo), key retail buyers and online vendors (Naivas, Quickmart, Carrefour, Jumia, Masoko, etc), Luthuli dealers, KRA/KAM representatives, SEZ Officials.
Financial Responsibilities
- Steward of KES 100M operating budget (approval authority up to KES 5M per item; above requires Chief Visionary approval).
- Accountable for inventory value (working capital) and margin protection.
- Joint responsibility (with CFO) for credit notes control and pricing discipline.
