Commercial Director | Job in Rwanda

Responsabilités

Commercial Director Job Title: Commercial Director Department: Commercial & Strategy Reporting Line: Chief Executive Officer (CEO) Member of: Senior Management Team (SMT) Direct Reports: Sales Manager, Marketing Manager, Business Development Manager Employment Type: Permanent, Full-Time Location: Musanze, Rwanda. Frequent travel across Rwanda and the EAC region required. 1. Position Overview and Purpose The Commercial Director is the Company’s most senior commercial executive, accountable to the CEO for the full scope of revenue generation, market development, customer strategy, and commercial performance across all product lines and geographies. The role sits on the Senior Management Team and plays a defining part in shaping the Company’s strategic direction, commercial positioning, and long-term growth trajectory in Rwanda and the East African Community (EAC) region. The Commercial Director must operate simultaneously at the strategic, commercial, and relational levels: setting the commercial vision and translating it into executable plans; managing the Company’s most important customer and partner relationships at the most senior level; leading and developing the commercial team; and serving as the Company’s principal external commercial ambassador in the market. The Company’s products; namely, day-old chicks, hatching eggs, and related agri-inputs; serve a diverse customer base including commercial farmers, institutional buyers, and traders/agents across Rwanda and the EAC region. The Commercial Director must understand the distinct economics, buying behaviours, and relationship dynamics of each segment and lead a commercial strategy that grows revenue and margin consistently across all of them. The Commercial Director’s mandate is to ensure that easyHATCH captures a leading share of the growing poultry products market; not merely by selling more, but by building the customer relationships, brand reputation, and market intelligence capability that make the Company the supplier of choice in Rwanda and the preferred partner for EAC regional expansion. 2. Key Relationships Stakeholder Nature of Relationship CEO Reports directly to the CEO. A trusted strategic partner and the CEO’s principal commercial adviser. Presents the commercial strategy, revenue performance, and market intelligence to the CEO and, where applicable, the Board. Escalates strategic commercial decisions, material pricing changes, and major contract negotiations to the CEO for approval. Senior Management Team A full member of the SMT. Contributes the commercial perspective to all SMT decisions: production planning, financial budgeting, capital investment, talent strategy, and regulatory matters. Holds fellow SMT members accountable for their contribution to commercial outcomes. Farm & Hatchery Managers The primary internal supply-side partner. Aligns commercial demand forecasts with production capacity. Negotiates production commitments with the production managers before making commercial promises to customers. Resolves supply-demand mismatches constructively and escalates unresolvable conflicts to the CEO. Financial Officer Collaborates on pricing strategy, gross margin management, revenue forecasting, customer credit policy, debtor management, and the commercial components of the annual budget. Ensures all commercial decisions are financially sound and properly documented. Sales Manager Line-manages the Sales Manager. Sets the Sales Manager’s targets, reviews performance, provides coaching and strategic direction, and holds the Sales Manager accountable for the execution of the commercial plan at the customer-facing level. Marketing Manager Directs the Company’s brand, communications, and marketing activities through the Marketing Manager. Ensures that marketing spend and messaging are aligned with commercial priorities. Industry Bodies and Government Stakeholders Represents the Company at industry forums, agricultural associations, government consultations, and trade facilitation bodies. Manages the Company’ s commercial reputation and regulatory relationships at the sector level. EAC Regional Partners and Distributors Identifies, negotiates, and manages relationships with distributors, agents, and commercial partners across the EAC region. Leads the Company’s export development and regional expansion strategy. Avian Veterinarian / CVO Receives technical briefings on flock health, DOC quality, and maternal vaccination coverage that affect commercial value propositions and customer confidence. Coordinates on any customer communication relating to product quality or health-related supply constraints. 3. Key Responsibilities and Duties 3.1 Commercial Strategy and Business Planning Own and deliver the Company’s commercial strategy: a multi-year plan covering revenue growth targets, product line priorities, customer segment development, pricing architecture, channel strategy, and geographic expansion across Rwanda and the EAC region. Lead the annual commercial planning cycle: translate the CEO’s strategic ambitions into a detailed, funded, and achievable commercial plan with revenue, margin, and customer KPIs by product line, segment, and geography. Ensure the commercial plan is fully integrated with the Operations plan (production capacity and cost structure), the Finance plan (budget, cash flow, and investment), and the HR plan (commercial team capability and headcount). Conduct annual market assessments covering: Rwanda’s poultry market size and growth rate; competitive landscape and market share; customer segment trends; pricing dynamics; regulatory developments; and EAC regional market opportunities. Present findings and strategic implications to the CEO and SMT. Identify and evaluate new product opportunities, new market segments, and new geographic markets. Build the commercial case for each and present to the CEO for decision. Lead the commercial launch of approved new product or market initiatives. Manage the Company’s commercial risk: identify and mitigate concentration risk (over-reliance on a single customer, channel, or geography), pricing risk, contract risk, and credit risk. Maintain a commercial risk register and review it quarterly with the CFO. 3.2 Revenue Leadership and P&L Accountability Hold full accountability for the Company’s revenue line and commercial gross margin. Monitor actual revenue and margin performance against the annual plan daily, weekly, and Identify variances early and implement corrective action without waiting for month-end reporting cycles. Own the Company’s pricing architecture across all product lines. Ensure that pricing reflects cost of production, competitive positioning, customer value, and market dynamics. Review and update pricing at least quarterly in consultation with the CFO and Production Managers. Drive revenue growth through a combination of: new customer acquisition; organic growth within existing accounts (volume, frequency, product range, and margin improvement); new product or service introductions; and geographic expansion. Manage the commercial team’s contribution to the Company’s gross margin: ensure that discounting, credit terms, and promotional expenditure are applied within a defined governance framework and that their cumulative margin impact is tracked and reported monthly. Prepare and present the monthly commercial performance review to the CEO and CFO: revenue and margin by product line, customer segment, and geography; pipeline; customer wins and losses; market developments; and forward-looking risks and opportunities. Contribute to the annual budget process with a detailed, bottom-up revenue forecast by product line, customer segment, and geography, supported by evidence-based assumptions and sensitivity 3.3 Key Account Management and Senior Customer Relationships Personally own the Company’s top-tier customer relationships — the accounts that individually or collectively represent a material share of the Comp

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