General Manager

Duties & Responsibilities

Role Specification

General Manager

Purpose

The General Manager is the operational layer between the Directors and the business — owning day-to-day execution across client management, finance oversight and cross-departmental coordination, so the Directors can focus on strategy, product and growth.

Departments & Teams

Client Management

• Work with the Client Leads to bring structure, KPIs and accountability to the department; escalation point for high-level issues.

• Own department-level Net Retention Rate (NRR); lead deal negotiations, renewals, pricing and expansion — Client Leads advise, you decide.

• Final say on commercial concessions, trial extensions and scope changes; deploy the Floating Client Manager and activate cross-region backup as needed.

• Coach Client Leads on strategy, commercial judgement and leadership.

Finance

• Work with the FM to enforce structure and standards; ensure reporting is on time and the department delivers against Director-set targets.

Dev Team

• Coordinate operationally — ensuring information flows in and out of dev. No technical or product decision-making authority.

Operations & Cross-Departmental Coordination

• Take on operational projects as needed; act as the bridge between departments, tracking deadlines and flagging blockers so things move without Director involvement in every handoff.

Core Responsibilities

• Client Meetings & Admin  — Support CMs in client meetings; own client reporting and status updates; first responder on commercial, reputational or contractual issues.

• Enforcement & Follow-Through  — Push Director directives through the organisation and report results; triage day-to-day complaints so the Director sees summaries, not tickets.

• Projects  — Own the cross-department project backlog — structure, implementation, reporting and timeline enforcement, including client-facing communications.

• Strategy Implementation  — Translate Director strategy into operational plans with clear owners, timelines and accountability.

• Automation Roadmap  — Own delivery of the automation roadmap, unblocking technical or resource barriers.

Operating Cadence

• Weekly 1:1 with the Director — alignment, priorities, blockers

• Weekly Department Review (45 min) — pod health, red flags, pipeline, Floating CM allocation

• Monthly Metrics Review (60 min) — full metrics review, commentary on missed SLAs/NRR

• Quarterly Structure Review — assess the pod model and resourcing

What This Role Does Not Own

• Technical/product decisions — architecture, roadmap and build priorities

• Director-level strategic client relationships

• Financial direction — targets and metrics set by the Directors

• Refund approvals — always go to the Directors, no exceptions

• Company strategy and vision

Package & Remuneration

We offer R55k