What this role is responsible for
The Retail Manager leads the day-to-day operations of M-KOPA Uganda’s retail function — service centres, stocking points, depots, partner and telco outlets, zones, and repair centres — across multiple locations and multiple sales channels. It is a role built around ownership rather than oversight: the person in this seat sets the standards for how the network runs, and is accountable when it doesn’t.
That ownership spans several distinct areas. Multi-channel stock operations need to be governed end to end, from device aging and rebalancing to preventing losses across dozens of physical sites. Retail network strategy has to translate into governance — decisions about openings, relocations, and closures need to be compliant and well executed, not just made. Retail systems and tools (M-KOPAnet warehouse setup, AMT outlet management, Freshdesk logging, trackers and dashboards) need to be correctly configured and consistently used, because a retail network this size cannot be run on memory and spreadsheets alone.
Third-party and partner performance sits inside this role too — setting operating standards, managing depot and landlord relationships, and using operational data to trace root causes rather than just symptoms when something goes wrong. Device swaps, repairs, and servicing coordination require close alignment with Care Center, Repair, QA, and Training teams, since a customer’s experience of a repair often shapes their view of M-KOPA more than the original sale did.
This is also, unavoidably, an escalation role. When a stock discrepancy, an outlet conduct issue, or a process blocker can’t be resolved at the front line, it lands here. The Retail Manager is expected to resolve it — working across Sales, BI, Audit, Warehouse, Finance, HR, Marketing, Admin, Procurement, Legal, and Fraud as needed — while also owning the budgets, cost reporting, and EHS/security compliance that keep the network safe and financially accountable.
People leadership runs through all of it. This role coaches, mentors, and manages the performance of retail teams, and acts as the HRBP point of contact for the function — which means the quality of the retail network is, in practice, inseparable from the quality of people leadership in this seat.