Field Operations Manager

Functional Scope and Revenue Linkage

Core Functional Scope 

The Field Operations Manager is responsible for coordinating field execution across  activities such as:  

• Community mobilisation 
• Customer, farmer, participant, or beneficiary onboarding
• Field data collection and verification
• Field agent supervision 
• Field training and sensitisation activities
• Monitoring of disbursement, usage, repayment, fulfilment, or delivery activities
• Coordination of field logistics
• Ground-level issue escalation and resolution
• Reporting of field progress and risks 

The role ensures that all field operations are executed according to approved plans,  timelines, targets, and compliance requirements. 

Revenue Linkage 

This role contributes to revenue by ensuring that field activities generate measurable  commercial value. 

Depending on the specific programme or initiative, this may include: 

• Onboarding customers who generate revenue
• Supporting loan deployment and repayment 
• Increasing insurance, training, product, or service uptake 
• Supporting commodity aggregation and supply reliability 
• Ensuring that field execution enables sales, collections, delivery, or repeat  business 
• Reducing operational losses caused by poor verification, weak follow-up, or  failed execution 

The Field Operations Manager is directly accountable for ensuring that field activity  contributes to revenue generation, revenue protection, or revenue realisation. 

Key Responsibilities

Field Planning and Execution 

The Field Operations Manager is responsible for translating approved business  objectives into practical field execution plans. 

This includes defining: 

•  Target communities, groups, or locations 
• Weekly field targets
• Field team assignments
• Required logistics and resources 
• Expected outputs 
• Timelines and reporting requirements 

The role must ensure that field teams are not operating randomly, but according to  clearly defined weekly and monthly targets. 

Community and Stakeholder Mobilisation 

The Field Operations Manager must coordinate engagement with relevant field  stakeholders, which may include: 

• Community leaders
• Cooperatives 
• Farmer groups 
• Women’s groups 
• Youth groups 
• Local institutions 
• Associations 
• Vendors 
• Aggregators 
• Local agents 

The objective is not engagement for visibility. The objective is to convert field  relationships into measurable outcomes such as onboarding, adoption, sales,  repayment, aggregation, participation, or delivery. 

 Participant, Customer, or Beneficiary Onboarding 

The Field Operations Manager must oversee structured onboarding of individuals,  groups, or organisations into approved programmes, products, or services. 

This includes ensuring that: 

• Eligibility criteria are applied correctly
• Required documentation is collected
• Data is accurate and verified
• Participants understand the terms, expectations, and benefits
• Onboarding numbers meet weekly and monthly targets 

Poor-quality onboarding creates future operational and financial risk. The Field  Operations Manager must therefore prioritise both quantity and quality. 

Field Team Supervision 

Where field officers, agents, enumerators, mobilisers, or temporary teams are deployed, the Field Operations Manager is responsible for supervising their performance. 

This includes: 

• Assigning daily and weekly targets
• Reviewing field reports
• Verifying work completed
• Conducting spot checks
• Addressing underperformance
• Ensuring field discipline and professionalism
• No field team should operate without clear accountability. 

Field Data Collection and Verification 

The Field Operations Manager must ensure accurate and timely collection of field data. 

This may include: 

• Participant records
• Customer profiles 
• Group membership data
• Farm, business, or household information
• Commodity volumes
• Repayment information
• Attendance data
• Location data 
• Feedback and complaints 

The role must ensure that data collected in the field is reliable enough to support  business decisions, revenue tracking, risk assessment, and reporting. 

Support for Financial Inclusion and Repayment Performance 

Where the work involves financial inclusion, credit, insurance, or related products, the  Field Operations Manager must support field-level execution that protects portfolio quality and revenue. 

This includes: 

• Supporting borrower or participant education
• Monitoring utilisation of products or services
• Tracking repayment behaviour
• Identifying early warning signs of default
• Escalating repayment risks
• Supporting recovery coordination where required
• Ensuring that customers understand obligations clearly 

The role does not replace credit, finance, or compliance functions, but it is essential to  ensuring that field reality supports financial performance. 

Commodity and Supply-Linked Field Execution 

Where field operations involve commodity mobilisation or supply chain support, the Field Operations Manager must ensure that field activities contribute to reliable supply and commercial outcomes. 

This includes: 

•  Identifying producer groups or suppliers
• Supporting aggregation planning
• Tracking expected volumes 
• Monitoring quality expectations 
• Coordinating with supply chain teams
• Reporting risks a ecting supply volumes or delivery timelines 

The role must ensure that field-level promises are realistic and commercially useful. 

 Field Logistics and Resource Coordination 

The Field Operations Manager must coordinate the practical resources required for field execution. 

This includes: 

• Movement plans 
• Team deployment 
• Materials and tools 
• Communication requirements 
• Attendance or mobilisation resources
• Field documentation
• Basic operational support 

The role must prevent poor planning from disrupting execution. 

 Issue Escalation and Problem Resolution 

Field activity often produces unexpected problems. The Field Operations Manager must identify, document, and resolve issues quickly. 

This includes issues related to: 

• Community resistance 
• Poor attendance 
• Inaccurate data 
• Miscommunication 
• Field sta underperformance
• Logistics delays
• Repayment challenges 
• Customer complaints
• Delivery failures 

The role must not hide problems. Problems must be surfaced early and resolved with  speed. 

Field Reporting and Performance Visibility 

The Field Operations Manager must submit clear field reports showing what has been  done, what has been achieved, what remains outstanding, and what risks exist. 

Reports must include: 

• Weekly targets vs actuals 
• Onboarding numbers
• Field engagement outcomes
• Revenue-linked results
• Risks and blockers 
• Required management decisions 
• Next-week priorities 

The role must provide facts, not vague updates. 

Performance Framework

Weekly Performance Expectations 

Each week, the Field Operations Manager must provide measurable evidence of field  execution. 

Expected weekly outputs may include: 

• Number of field visits completed
• Number of participants, customers, farmers, vendors, or groups onboarded
• Number of field meetings conducted
• Number of verified records collected
• Number of active field issues resolved
• Commodity volumes identified or confirmed, where applicable
• Repayment or follow-up actions completed, where applicable
• Revenue-linked opportunities generated or protected 

Weekly reports must clearly answer: What field activity took place, what measurable output did it produce, and how does it  contribute to revenue or operational performance? 

 Monthly Performance Expectations 

Each month, the Field Operations Manager must demonstrate that field activity is  producing measurable business outcomes. 

Monthly expectations may include: 

• Achievement of onboarding or mobilisation targets 
• Improvement in field data accuracy 
• Progress against repayment, adoption, aggregation, or participation targets 
• Reduction in field execution bottlenecks
• Improved coordination between field activity and commercial/operations teams
• Clear contribution to revenue-generating or revenue-protecting initiatives 

The monthly review must show whether field execution is moving the business forward. 

Quarterly Performance Expectations 

Each quarter, the Field Operations Manager must demonstrate that field operations are  becoming more scalable, reliable, and commercially useful. 

Quarterly expectations may include: 

• Expansion into new communities, groups, or operating locations 
• Increased quality and volume of onboarded participants or customers
• Improved field team productivity
• Reduction in operational losses or execution failures 
• Stronger repayment, participation, supply, or delivery performance
• Establishment of repeatable field execution processes 

Key Performance Indicators (KPIs)

The Field Operations Manager will be assessed using KPIs relevant to the active  initiatives under management, including: 

• Number of participants, customers, farmers, vendors, or groups onboarded
• Quality and completeness of onboarding data
• Field target achievement rate
• Number of verified field records collected
• Field team productivity
• Repayment follow-up completion rate, where applicable
• Portfolio-at-risk early warning reports, where applicable
• Commodity volume identified, aggregated, or supported, where applicable
• Field issue resolution time
• Attendance or participation rates for field activities
• Revenue generated, enabled, or protected through field operations
• Accuracy and timeliness of field reports 
• Cost per field outcome, where measurable

90-DAY Execution Plan

Phase 1: Days 1–30 — Field Mapping and Operational Setup 

During the first 30 days, the Field Operations Manager must establish visibility over the  field environment and create a structured execution base. 

Key actions include: 

• Review all current field activities and operating locations
• Identify priority communities, groups, customers, or supply points
• Map existing field stakeholders and relationships 
• Review current onboarding, data collection, and reporting tools 
• Identify immediate field execution gaps 
• Establish weekly field targets and reporting formats 
• Begin field visits and verification of existing records 

Expected outcome:  A clear field operations map, priority execution plan, and weekly reporting structure. 

Phase 2: Days 31–60 — Execution Stabilisation and Target Delivery 

During this phase, the Field Operations Manager must convert field planning into measurable execution. 

Key actions include: 

•  Implement weekly field deployment plans
• Supervise onboarding, mobilisation, verification, or follow-up activities 
• Address weak field processes
• Improve quality of field data
• Begin measuring output against targets
• Resolve operational blockers a ecting performance
• Coordinate with commercial, programme, supply chain, and CRM teams 

Expected outcome: Measurable improvement in field execution, reliable reporting, and visible progress against targets. 

Phase 3: Days 61–90 — Performance Improvement and Scaling 

During this phase, the Field Operations Manager must improve productivity and prepare field operations for scale. 

Key actions include: 

•  Identify high-performing locations, groups, or field channels
• Standardise e ective field processes 
• Improve field team productivity
• Strengthen follow-up systems
• Reduce recurring execution failures
• Recommend expansion opportunities based on field evidence
• Produce a 90-day field performance report with next-stage recommendations 

Expected outcome: A functioning field execution system capable of supporting revenue generation, delivery, repayment, supply, or programme performance at scale. 

Reporting Line & Internal Interfaces

Reports To:

•  Operations Coordinator or a designated top Management Personnel, depending on  the approved structure. 
• For field activities directly tied to commercial targets, the role may also provide performance updates to the Commercial Lead. 

Works Closely With 

• Programme Manager 
• Supply Chain Manager 
• Operations Coordinator 
• CRM & Growth Operations Manager
• Sales Manager
• Account Manager
• Finance Manager, where repayment or financial tracking is involved
• Legal & Compliance Manager, where regulatory or documentation issues arise 

Authority Level 

The Field Operations Manager has authority to: 

• Plan and coordinate field deployments 
• Supervise field agents or temporary field sta
• Set daily and weekly field execution priorities 
• Verify field outputs
• Escalate operational risks
• Recommend process improvements 

The role does not independently approve credit, financial commitments, contracts, legal terms, pricing changes, or major resource expenditure unless authorised under approved internal policy. 

Success Definition

After 3 Months 

Success means that field operations are no longer informal or invisible. There is a clear map of operating areas, active field targets, verified data, structured reporting, and measurable progress against onboarding, mobilisation, supply, repayment, or delivery objectives. 

After 6 Months 

Success means that field operations are producing consistent measurable outcomes. Field teams are disciplined, data quality has improved, execution issues are reduced, and field activity is clearly contributing to revenue generation, revenue protection, or operational delivery. 

After 12 Months 

Success means that field operations have become a scalable execution system. Field channels reliably support commercial growth, programme delivery, financial inclusion, commodity mobilisation, or customer acquisition, with clear performance data and reduced operational risk. 

Failure Conditions

This role will be considered unsuccessful if: 

• Field activity is high but measurable outcomes are weak
• Onboarding numbers are inflated but data quality is poor
• Field reports are vague, late, or unreliable
• Field staff operate without clear targets
• Community engagement does not translate into adoption, participation, sales, repayment, supply, or delivery
• Execution issues are hidden rather than escalated
• Field operations create reputational, financial, or compliance risks
• Field activity cannot be linked to business outcomes
• Recurring operational failures are not corrected 

Required Qualifications & Experience

The ideal candidate should have: 

•  4–7 years of experience in field operations, programme implementation, community mobilisation, agribusiness operations, financial inclusion, logistics, development programmes, or related operational roles 
• Experience managing field teams or field agents 
• Experience working with communities, cooperatives, customer groups, farmers, SMEs, vendors, or local institutions
• Demonstrated ability to manage targets, data collection, reporting, and field execution
• Experience in financial inclusion, commodities, training programmes, logistics, or community-based commercial activities is an advantage 

Required Skills & Competencies

The candidate must demonstrate: 

• Strong field execution discipline
• Ability to manage people on the ground 
• Practical problem-solving ability 
• Strong communication and stakeholder engagement skills
• Data collection and verification discipline
• Ability to convert field engagement into measurable outputs 
• Reporting accuracy 
• Operational planning ability 
• Comfort working in demanding field environments 
• Strong sense of accountability 

Working Style Requirements

The Field Operations Manager must be: 

• Highly practical and execution-focused 
• Comfortable spending significant time in the field
• Structured in planning and reporting
• Firm but respectful in managing field teams
• Comfortable working with weekly targets
• Able to identify problems early and escalate appropriately 
• Focused on outcomes rather than activity 
• Disciplined in documentation and verification
• Able to operate with urgency while maintaining accuracy 

Remuneration & Performance Incentives

The role should include: 

• Base salary
• Performance incentives tied to field targets achieved 
• Additional incentives for high-quality onboarding, verified revenue-linked outcomes, repayment support, supply mobilisation, or other approved field performance metrics
• Incentives should reward verified outcomes, not unverified activity. 

Application & Evaluation Criteria

Candidates should be assessed based on: 

• Proven experience managing field execution
• Ability to design and follow weekly field plans
• Evidence of managing field teams or agents
• Ability to produce accurate reports
• Understanding of field risks and practical problem-solving
• Ability to explain how past field work created measurable business or  programme outcomes 

Location: Accra

Salary: Attractive