Field Program Manager GBD SOM

Key Result Area Key Responsibilities Lead to Conversion Programme Own the lead-to-booking conversion rate as a programme metric — track city by city, identify where the funnel is leaking, and drive correction through the GBD team and through digital tools where platform gaps are the cause.

Define what a healthy conversion funnel looks like at each stage; establish minimum thresholds by city maturity; surface cities consistently below threshold with a root-cause view, not just a number.

Work with the Head — Digital Platforms (Consumer & Growth) where CRM, estimate portal, or lead management tool gaps are contributing to conversion loss — flag the business case, not a workaround.

Revenue per Partner Track active revenue contribution per contractor and per dealer, city by city. Identify cohorts that are enrolled but not contributing and distinguish between a supply problem, an activation problem, and a quality problem.

Define revenue productivity benchmarks by partner tier and city type; report against them in a format the GBD team can act on in their weekly cycle.

Flag persistent low-revenue contractors to the GBD team and to the Head — Field Services for either reactivation action or de-prioritisation. This role does not manage contractor relationships directly — that sits with the SOM workstream.

Contractor Onboarding & Activation Own the contractor activation rate — enrolled to first active job — as a programme metric. Track dropout points between registration and first job; diagnose and route fixes to the right owner (training team for capability gaps, GBD team for engagement gaps, digital team for platform gaps).

Coordinate with the Training & Quality function to ensure onboarding includes capability readiness, not just documentation. A contractor who is registered but not job-ready is not an activated contractor.

Define city-specific activation targets based on demand forecasts from the Capacity Planning function; hold the GBD team’s onboarding pipeline accountable to those targets.

Dealer Onboarding & Channel Activation Own the dealer onboarding programme — from agreement to first transaction. Track activation rates and time-to-first-transaction by city; identify where the dealer channel is underperforming relative to potential.

Define the dealer activation standard: what documentation, what training, what system access, and what first-transaction support a dealer must receive before being marked active. Ensure this standard is consistent across zones.

Flag where dealer onboarding is delayed by process gaps (system access, documentation, product training) versus engagement gaps. Route fixes accordingly.

Capacity Planning — City Supply Readiness Provide contractor supply readiness input for every city in the expansion pipeline — active count, certification status, active job ratio, quality risk flags. Participate in city launch planning and 30/60-day post-launch reviews.

Work with the Capacity Planning function (within the Head — Digital Platforms team) to align supply-side intelligence with demand forecasts. Where a gap exists between forecasted demand and available capacity, flag it with enough lead time for the GBD team to act.

Update supply-side assessment criteria based on post-launch outcomes — the benchmarks for ‘ready’ must evolve as the business learns what predicts a successful city launch.