Job Description

A. Structure, process,
SOPs and policy

• Maintain the SOP, policy and
  process library for the sales network. Every process the field runs
  on has a written, approved, current SOP.
• Review SOPs on a fixed cycle
  and after every change in product, incentive scheme, KPI, policy or
  system, so no one in the field is working off an outdated rule.
• Find the gaps where a process
  is missing or informal, and draft it with the owning team.
• Confirm that new policies
  actually land: cascaded, understood, and followed. Check compliance
  after rollout, not just at announcement.

B.
Monitoring and calibration

• Track daily and weekly
  execution against targets and KPIs across Regional Managers, Area
  Supervisors, Sales Field Trainers, Sales Field Risk Officers and
  Sales Associates.
• Compare what the reports say
  against the case and system data.
• Flag drift early at store,
  agent, unit or region level, before it becomes a month-end miss.
• Separate people problems from
  process problems from system problems. Do not stop at "numbers
  are down."
• Build the action plan with the
  Regional Manager and their leaders. Agree the owner and the date,
  then track whether it was done and whether it worked.
• Recalibrate targets, coverage,
  deployment and process steps when the data says the current setting
  is wrong, and raise it for approval.

C.
Case monitoring and compliance

• Monitor all cases across every Regional Manager end-to-end: opened, taken, reported, decided, impact monitored, and closed.
• Drive 100% compliance with critical case requirements, including SLA adherence, proper classification, documented decisions, and evidence-based closure.
• Audit closed cases for quality, not just completion. Return cases with incorrect classification, weak decisions, or missing evidence, and track rework through closure.
• Monitor untouched, overdue, and repeat cases and escalate cases that remain unresolved.
• Publish Critical Case compliance and turnaround-time performance by Regional Manager, Area Supervisor, Sales Field Trainer, and Sales Field Risk Officer on a fixed cadence.

D.
Audit

• Verify the accuracy and completeness of what the field submits.
• Check for red flags: policy violations, falsified or padded records, promoter-run or ghost transactions, and fraudulent applications. Escalate fraud and regulatory issues immediately to the Sales Field Risk team and the
  Head of Sales Network.
• Keep an audit trail: finding,
  risk rating, corrective action, owner, due date, and re-check result.

E.
Escalation and reporting of operational triggers

• Standing duty. Any operational trigger that needs a decision is raised to the Sales Network -
  Operations Enablement Manager the same day it is detected, without waiting for the field to raise it.
• The Enablement Manager brings it to the Head of Sales Network. Escalations cannot be held at manager level: each one is either decided or forwarded within 1
  working day, and the analyst is told which.
• For critical triggers, the analyst has a standing right to go directly to the Head of Sales
  Network. Critical means suspected fraud, falsified records, a regulatory or compliance breach, an issue the analyst has already raised once that was not acted on, or any issue that involves the
  Enablement Manager. The Enablement Manager is copied, not asked for permission.
• Triggers include: SLA breaches and Red Zone case backlogs, sharp drops in a store, unit, or region,
  manpower or tagging irregularities, suspected fraud, non-compliance with an approved policy, and merchant or partner issues being held at field level.
• Report facts, not verdicts on people. What happened, since when, who owns it, what has been done,
  what is needed.
• Field leaders are informed of what is escalated. Their agreement is not a condition for escalating.
• Raising an issue in good faith through this route is protected and carries no consequence for the analyst, even if the finding is later shown to be wrong.

F.
Reporting and continuous improvement

• Produce the recurring performance packs (daily, weekly, monthly) that the Head of Sales
  Network and the Regional Managers run their reviews on.
• Track defect rates, recurring errors, root causes and training gaps. Hand training gaps to the
  Sales Field Trainer team.
• Recommend improvements to processes, tools, reports and systems. Work with the owning teams to implement them, then measure whether the fix held.

Who we're looking for:

• College graduate with at least 4 years in sales operations, quality assurance, audit, process governance, business analysis, or operations control, including 1-2 years owning reviews.
• Data- and process-driven person. Root cause analysis, conformance review(does the executed process match the approved SOP), case lifecycle and turnaround analysis on real transaction data. Must be able to define the metric and the logic, not only read a dashboard someone else built.
• Proven track record. Experienced with a good focus on process review/process mining (analysis of process executions and case flows)
• Able to hold a firm line with senior field leaders and keep the working relationship intact.
• Clear written and verbal communication. Can write an SOP and a findings report that people can actually follow.
• Proficient in Google Workspace and spreadsheets, reporting and BI tools, and the systems the field runs on (SAP, CRM, the Red Zone workbooks, the daily reports).
• Discreet and impartial. Handles sensitive findings without taking sides.