About the Role:
Field : Detail
Job title : Manager, Retention (Value and Return)
Function : Retention and Telesales
Reports to : Head of Retention and Telesales
Direct reports : 16 to 25 retention agents, managed directly
Location : Kenya head office, Pine Tree Plaza, Nairobi. Office based.
Contract : Two years, renewable
Products in scope : Boda financing and boda logbook loans; car financing and car logbook loans
Role Overview
The Manager, Retention (Value and Return) owns issuance from customers Mogo has already lent to and already collected from. The book splits into two pools, defined by how long ago the customer cleared.
1. Pool : Value
Definition : Recently cleared customers, up to 90 days since clearance
What the agent is selling : A fast repeat while the relationship and the repayment habit are still live. Short window, warm customer, high conversion.
2. Pool : Return
Definition : Matured retention customers, 120 days and beyond since clearance
What the agent is selling : A win-back. The customer has been away long enough to have other options or none, so the call must re-establish the case before it sells anything.
The 90-to-120-day window is a deliberate dormant period. Customers in it are not worked by either pool. The manager holds that line, because working the gap trains customers to expect a call the moment they finish paying and it burns contact permission that the Return pool needs later.
Each pool has its own playbook, built around what the customer is deciding at that point. The two are not interchangeable and the manager is responsible for keeping them apart in practice, not only on paper.
Both pools are worked by the same team of retention agents, and both sit in one issuance target. The manager runs that team directly. There is no supervisory layer beneath the role, so this is a floor-level management job: daily pipeline reviews, structured weekly coaching, direct performance conversations, and playbooks agents can pick up and use.
What role owns:
- Monthly issuance volume from the Value pool: repeat lending to customers cleared within the last 90 days, across boda and car.
- Monthly issuance volume from the Return pool: win-back of matured retention customers at 120 days and beyond.
- The weekly coaching programme: structure, delivery, documentation and the improvement conversion it produces.
- Call activity and call quality across the floor, measured and managed as seriously as issuance.
- Productivity and discipline of the retention agent team, including targets, attendance and adherence.
- Both retention playbooks and the calling scripts underneath them, written separately for each pool and kept current in English and Kiswahili.
- Accuracy of the retention pipeline in the ERP and the reporting that comes off it.
Key responsibilities
1. Commercial delivery
- Hit monthly and quarterly issuance targets across Value and Return for both boda and car products.
- Break the team target down to agent level and keep daily visibility on where each agent stands against it.
- Segment the eligible base by conversion likelihood and loan value and work the highest-value segments first.
- Take corrective action inside the week when output drops. Do not wait for the monthly review to react.
- Work with the Head of Retention and Telesales on pricing, deposit and tenor positioning for retention offers.
2. Coaching the team
This is a scored part of the role, not something done when there is time left over. Every agent receives structured coaching every week, and the manager is measured on both delivery and result.
- Run a weekly one-on-one coaching session with every agent. Each session reviews at least two of that agent’s own recorded calls against the playbook for the pool they were working.
- Score each reviewed call against a published call quality standard covering opening, needs discovery, offer framing, objection handling and close.
- Set one specific technique focus per agent per week, write it down, and check it in the following session. General encouragement does not count as coaching.
- Log every session: date, calls reviewed, score, focus set, and whether the previous focus moved. This log is the audit trail for coaching KPI.
- Run a weekly group huddle on one shared theme drawn from what the call reviews are showing across the floor.
- Run monthly calibration so the manager and any reviewers score the same call the same way. Coaching data that is not calibrated cannot be compared between agents.
- Build a 30-day coaching plan for every new agent and get them to the productivity standard within 60 days.
- Escalate to a documented improvement plan when four weeks of coaching has not moved an agent’s conversion.
- Report monthly on which coaching interventions changed conversion and which did not, so the programme is edited rather than repeated.
3. Activity and call quality
Issuance is a lagging number. By the time it is missed the month is gone. The manager is expected to run the floor on the activity and quality measures that produce it and is reviewed on those as well as on issuance.
- Set and hold daily activity standards per agent: dials, connected calls, talk time and follow-ups cleared.
- Run a QA programme over recorded calls. Every agent has calls scored every week against the published call quality standard.
- Analyse QA results by theme, not only by agent. Where the same failure shows up across the floor it is a script or training problem, not an agent problem.
- Track disposition accuracy. An agent whose dispositions do not match the call recording is corrected, because the funnel data depends on it.
- Watch the leading indicators weekly: connect rate, contact-to-quote, quote-to-issuance, average handling time and abandoned follow-ups.
- Diagnosing from the funnel rather than from the total. A drop in issuance is traced to the stage it happened before any action is taken.
- Feed QA findings straight into the weekly coaching session and into the scripts, so the same failure is not reviewed twice without something changing.
4. Managing the team
- Manage 16 to 25 retention agents directly: shift cover, call queues, individual targets and performance conversations.
- Run a daily stand-up and a weekly pipeline review, both with documented outcomes and follow-ups.
- Hold monthly one-to-ones with every agent on performance and development, separate from the weekly coaching session.
- Address underperformance early. Coaches first then move to a formal process where coaching does not land.
- Own attendance, adherence and floor discipline.
5. Pipeline and portfolio
- Own the eligibility logic that moves a customer into the Value pool at clearance, out of it at 90 days, and into the Return pool at 120.
- Enforce follow-up discipline: no eligible customer sits unworked, and no record leaves the funnel without a recorded reason.
- Keep call dispositions accurate at agent level so the funnel data can be trusted.
6. Playbooks, scripts and process
- Own two distinct playbooks. The Value playbook sells a fast repeat into a live relationship. The Return playbook has to rebuild the case first.
- Write the calling scripts that sit under each playbook: opening, qualifying questions, offer presentation, objection handling and close, with a defined next step for every call outcome.
- Write the supporting assets agents use around the call: WhatsApp and SMS follow-up templates, offer summaries and the rebuttal sheet for the objections that come up most.
- Version-control the scripts. Every change is dated, briefed to the floor, and its effect on conversion checked before it is kept.
- Test changes to contact timing, channel mix and offer framing, then keep what works and cut what does not.
- Work with the telesales side of the function so branch, telesales and retention are not calling the same customer with different messages.
7. Data and reporting
- Pull and interpret ERP issuance and pipeline reports.
- Report weekly to the Head of Retention and Telesales on pipeline health, conversion and issuance against target.
- Produce the monthly performance and bonus inputs for the agent team, accurate and on time.
- Bring a point of view to the numbers. Explain what moved and what is being done about it.
8. Hiring and capability
- Sit on interview panels for retention agents and own the bar for who joins the team.
- Build bench strength so the team can absorb growth without a drop in conversion.
