Field Officer, Rwanda AFM Mission

Since its inception in 2011, Give Directly has distributed over $1 billion in direct cash transfers to more than two million individuals living in poverty across 15 countries. Recognized as one of

• Time
• ’s 100 Most Influential Companies of 2026, our innovative approach—rooted in research and endorsed by outlets like
• The Economist
• , NPR, TED, and
• The Washington Post

Formation / Diplômes

• —champions cash transfers as a scalable, cost-efficient, and dignified solution to poverty. Our culture thrives on candor, analytical rigor, and a flat hierarchy, fostering high ownership and meaningful professional growth. Intrigued by our mission? Explore our values and hear directly from team members to see if this aligns with your aspirations. Associate Field Manager (AFM) – Role Overview The Associate Field Manager (AFM) serves as a cornerstone in delivering Give Directly’s gold-standard product to both donors and recipients. This role involves leading and empowering Field Officers (FOS) while overseeing daily operations, including work planning, performance tracking, target achievement, coaching, and identifying risks or process enhancements. As the primary on-the-ground liaison for the Field Manager (FM), the AFM synthesizes critical updates on team performance, field successes, and challenges, presenting these insights to leadership. In close collaboration with the FM and Program Manager (PM), the AFM assists in compiling analytical reports, and may temporarily step in for other AFM’s as needed. The position demands exceptional personnel management, organizational acumen, analytical prowess, and strong written communication, along with sound judgment in addressing operational hurdles and a dedication to driving both team and individual productivity and quality. Key Responsibilities Field Management & Quality Assurance – Lead a coordinated approach to village surveys to enhance efficiency and output. – Monitor FO productivity and service quality by reviewing operational reports, conducting regular performance discussions with AFM’s and FMs, and initiating corrective actions when metrics decline. – Proactively inform senior leadership of critical risks to work plans, including village-specific obstacles, political instability, misinformation about Give Directly, recipient refusals, or logistical challenges during rainy seasons. – Meet monthly with the FM to assess and adjust work plans as needed, gradually reducing reliance on senior leadership by building capacity and delegating responsibilities. Vision & Strategic Thinking – Identify potential risks early and develop mitigation

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