Commercial Director

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.

3.1 Commercial Strategy and Business Planning

1. 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.

2. 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.

3. 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).

4. 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.

5. 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.

6. 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

1. 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.
2. 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.
3. 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.
4. 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.
5. 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.
6. 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

1. Personally own the Company’s top-tier customer relationships — the accounts that individually or collectively represent a material share of the Company’s revenue. For each account, maintain a documented strategic account plan covering: current revenue and share of wallet; relationship map (all decision-makers and influencers); growth targets; relationship risks and mitigation; and a 12-month action plan.
2. Conduct executive-level business reviews with tier-1 accounts not less than quarterly, supported by data on volumes supplied, on-time delivery, quality performance, and future requirements.
3. Personally lead the negotiation of all major long-term supply agreements, framework contracts, and institutional tender submissions. Ensure all contracts are reviewed by the Company’s legal advisers before execution and comply with the Company’s Supplier and Procurement Policy and applicable law.
4. Build and maintain executive-level relationships with the procurement, operations, and finance heads of key institutional customers.

1. Monitor the revenue-at-risk in the key account portfolio continuously. Identify any account showing signs of attrition at least one quarter in advance and develop and execute a structured retention plan.

3.4 EAC Regional Expansion and Export Development

1. Lead the Company’s EAC regional commercial expansion strategy: identify target markets for day-old chick exports, hatching egg placement, and, over time, processed poultry and feed products. Conduct commercial feasibility assessments for each target market and present them to the CEO with clear go/no-go recommendations.
2. Establish and manage distributor, agent, and commercial partner relationships in EAC export markets. Negotiate commercial agreements that protect the Company’s brand, quality standards, and commercial interests while enabling scalable regional penetration.
3. Manage all regulatory requirements associated with EAC export: veterinary export certificates, movement orders, phytosanitary certificates, and trade documentation. Liaise with relevant partner-country regulatory authorities as required.
4. Monitor EAC trade policy developments, tariff changes, non-tariff barriers, and sanitary and phytosanitary (SPS) requirements that affect the Company’s export prospects. Advise the CEO and SMT on commercial and strategic implications.
5. Build the Company’s profile at EAC regional agri-business forums, trade fairs, and investment Position the Company as a leading example of integrated commercial poultry production in East Africa.

3.5 Commercial Team Leadership and Development

1. Lead, manage, and develop the full commercial team: Sales Manager, Key Account Executives, Business Development Manager, Marketing Manager, and any other relevant role. Set clear performance standards, conduct regular one-to-ones, and hold team members accountable for delivery against their targets.
2. Build the commercial team’s capability: identify skills gaps, design and fund development plans, recruit high-calibre commercial talent, and create a culture of accountability, ambition, and continuous
3. Conduct formal mid-year and year-end performance appraisals for all direct reports in accordance with the Performance Management Policy. Ensure that the commercial team’s short-term incentive scheme is designed in accordance with relevant incentives policy and that it is stretching, measurable, and directly linked to Company commercial objectives.
4. Develop succession depth in the commercial function: identify and actively develop internal candidates for the Sales Manager and Commercial Director roles. Ensure no critical commercial relationship is held by a single person without a documented backup plan.
5. Set and enforce commercial discipline across the team: CRM hygiene, pipeline accuracy, contract documentation, credit term compliance, and adherence to the Anti-Corruption Policy. Address under-performance or non-compliance promptly and in accordance with the Disciplinary Policy.

3.6 Brand, Reputation, and Marketing

1. Own the Company’s commercial brand: the reputation for product quality, biosecurity integrity, reliability of supply, and honesty of dealing that underpins every customer relationship. Guard this reputation actively — do not allow commercial pressure to compromise product quality or delivery commitments.
2. Direct the Company’s brand and marketing strategy: product positioning, digital and print communications, trade show participation, and customer-facing content. Ensure marketing activity is aligned with commercial priorities and delivers measurable commercial value.
3. Manage the Company’s public commercial communications: customer newsletters, annual reports to institutional stakeholders, participation in industry media, and any public statements on the Company’s commercial performance or market position. All public commercial statements require CEO approval.
4. Develop and maintain the Company’s value proposition for each customer segment: what makes easyHATCH the best choice for a commercial farmer, an institutional buyer, or a regional distributor? Ensure the entire commercial team can articulate this clearly and compellingly.

3.7 Market Intelligence and Competitive Analysis

1. Build and maintain a structured market intelligence function: a regular, systematic process for collecting, analysing, and distributing actionable intelligence on competitors, customers, pricing, regulatory developments, and market trends.

1. Conduct formal competitive analysis not less than quarterly: who are the Company’s main competitors by product line and geography? What are their pricing levels, product quality, service standards, and apparent strategic direction? Where is the Company competitively advantaged and where is it exposed?
2. Monitor developments in the broader East African agricultural and food system that affect the Company’s commercial environment: feed grain prices, consumer income trends, urbanisation patterns, retail sector growth, food safety regulation, and international investment in the regional poultry sector.
3. Present a formal market intelligence review to the CEO and SMT not less than twice per year, with strategic implications and recommended commercial responses.

3.8 Commercial Governance and Compliance

1. Ensure all commercial activities comply with the Anti-Corruption Policy. Conduct anti-corruption training for the commercial team annually.
2. Ensure all customer contracts, pricing agreements, credit terms, and commercial arrangements are documented in writing, properly authorised in accordance with the Company’s delegated authority framework, and filed with Finance and Legal.
3. Comply with the Travel and Expense Policy for all commercial entertainment, client events, and travel expenditure. Ensure the commercial team submits expense claims with full documentation and within the prescribed timeframes.
4. Ensure the Social Media Policy is understood and observed across the commercial No statement about the Company’s products, pricing, production volumes, market position, or commercial strategy may be made publicly without CEO approval.
5. Ensure all export activities comply with applicable Rwandan and EAC export regulations, including veterinary export certification requirements managed in coordination with the regulatory authority

3.9 Strategic Initiatives and CEO Support

1. Support the CEO on strategic initiatives with a significant commercial dimension: potential acquisitions or joint ventures; investment proposals for commercial infrastructure; EAC market entry; and institutional financing applications that require a commercial case.
2. Represent the Company at the most senior external forums where the CEO delegates this responsibility: agricultural investment conferences, Rwanda Private Sector Federation meetings, East African Business Council engagements, and government-industry consultations on agricultural policy.
3. Provide the CEO with candid, evidence-based commercial intelligence: what is actually happening in the market, what customers are actually saying, and what the competitive landscape actually looks like

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