Senior Operational Excellence and Quality Manager

M-KOPA is a FinTech company founded in 2011. It provides financial services and operates in Kenya.

Why This Role is Different: Most operational excellence roles inherit mature structures, established governance, and clear ways of working. This one doesn’t—and that’s exactly what makes it compelling. You’re being handed a mandate to build: design the structure, establish the governance, embed the frameworks, and create the accountability mechanisms that will define how M-KOPA Kenya manages quality and operational excellence for years to come. You’ll influence channel heads without direct authority, navigate organizational complexity with strategic patience, and demonstrate impact through evidence rather than hierarchy. If you’ve been in a quality or operational excellence role where you felt constrained by what already existed—this is your opportunity to build it right from the start.

1. Designing and executing M-KOPA Kenya’s operational excellence roadmap, identifying and prioritising high-impact process improvement opportunities across Telesales, Customer Care, and Retail
2. Applying structured improvement methodologies (Lean, Six Sigma, or equivalent) to diagnose root causes, eliminate inefficiencies, and drive measurable performance gains
3. Building operational performance frameworks that enable data-driven decision-making and continuous improvement at all levels of the organisation
4. Leading cross-functional improvement initiatives, engaging operational leaders and securing buy-in for change
5. Driving cultural transformation toward an operational excellence mindset, embedding preventive thinking and continuous improvement into daily operations
6. Sponsoring strategic improvement initiatives that require cross-functional collaboration and executive support
7. Establishing and maintaining performance measurement systems that track Q&OE outcomes against operational KPIs
8. Leading and developing a three-pillar leadership team (Managers of Process Excellence, QA & Compliance, Training & Development), building a high-performance culture centred on independence, objectivity, and continuous improvement
9. Making organisational design decisions including structure optimisation, talent acquisition, and resource allocation as the function matures
10. Providing strategic direction and coaching to pillar managers, ensuring each delivers measurable outcomes within their domain
11. Championing an operational excellence culture, positioning Q&OE as a business enabler that improves operational delivery rather than a constraint on it
12. Building strategic partnerships with operational department heads (Telesales, Customer Care, Retail) ensuring Q&OE is positioned as a valued business partner, not an audit function
13. Navigating organisational complexity and managing resistance when quality standards or process changes conflict with short-term operational pressures
14. Collaborating with Risk & Compliance team, maintaining clear boundaries between operational integrity (Q&OE scope) and strategic enterprise risk (R&C scope)
15. Partnering with Global QA/Training leadership to leverage global methodologies and frameworks, adapting them to the Kenya context and owning local execution outcomes
16. Ensuring quality governance frameworks are implemented consistently across all channels—Telesales, Customer Care, and Retail—maintaining rigorous standards while adapting to local operational context
17. Maintaining quality councils, calibration sessions, audit protocols, and escalation mechanisms that drive accountability with operational leaders
18. Driving transparent performance conversations with channel heads using scorecards and data, holding quality outcomes to account through evidence rather than hierarchy
19. Balancing independence and objectivity with collaborative partnership, maintaining appropriate distance while building the trust needed for sustained influence
20. Overseeing Training & Capability Development for M-KOPA Kenya’s operational workforce, co-designing training programmes with the Group Training function and local pillar manager
21. Ensuring training investment is linked to identified performance gaps and that effectiveness is measured through observable behaviour change, not completion rates alone
22. Driving a culture of continuous learning across Telesales, Customer Care, and Retail operations
23. Monitoring training ROI and reporting on capability gains as part of the broader Q&OE performance narrative to senior leadership
24. Providing strategic direction and performance oversight across all three Q&OE pillars, translating business priorities into functional roadmaps and KPIs
25. Developing and delivering executive reporting that enables senior leadership to make informed decisions on operational investments and quality priorities
26. Demonstrating business impact of Q&OE activity through clear metrics: efficiency improvements, quality score gains, fraud prevention outcomes, and training effectiveness
27. Maintaining transparency on operational gaps and quality concerns, ensuring leadership has full visibility
28. Maintaining a comprehensive view of the operational risk landscape through analysis of audit findings, quality trends, and process inefficiencies
29. Ensuring preventive control mechanisms identify system vulnerabilities, fraud patterns, and compliance risks before they materialise
30. Balancing risk mitigation with operational efficiency, ensuring controls are effective without creating unnecessary process burden
31. Developing annual strategic plans for the Q&OE function aligned with M-KOPA Kenya’s business priorities
32. Managing departmental budget across all three pillars, optimising resource allocation to maximise business impact and ROI
33. Making investment decisions on quality infrastructure with clear business case justification

1. Bachelor’s degree in Business Administration, Operations Management, Industrial Engineering, or related field (Advanced degree — MBA, Master’s in Quality Management, or equivalent — preferred)
2. 8+ years of progressive leadership experience in operational excellence, operations management, or related disciplines within contact centre, retail, telecommunications, financial services, or BPO environments
3. 5+ years of senior people leadership experience managing managers and leading multi-functional teams
4. Demonstrated ability to build or rebuild a function from scratch — designing structures, establishing governance, and embedding ways of working in a previously undefined organisational space
5. Strong process improvement capability with hands-on experience designing and executing improvement programmes using Lean, Six Sigma, or equivalent structured methodologies (Formal certification — Green Belt or higher — is an advantage)
6. Working familiarity with quality assurance governance frameworks, audit methodologies, and compliance monitoring in service operations environments
7. Proven experience leading QA as a function is an advantage; candidates with strong operational excellence credentials and a learning orientation will be considered
8. Experience partnering with global or regional centres of excellence — leveraging shared methodologies while maintaining local execution ownership
9. Outstanding cross-functional stakeholder management and strategic influencing skills, with demonstrated ability to drive accountability without direct operational authority
10. Strategic thinking and business acumen, with the ability to translate company strategy into clear operational excellence roadmaps with minimal guidance
11. Change management capability with a track record of driving organisational transformation and building buy-in across diverse stakeholder groups
12. Exceptional executive communication skills with the ability to present to senior leadership, translating complex operational data into compelling business narratives
13. Data-driven decision-making expertise with experience building executive dashboards and demonstrating ROI of operational investments
14. Budget management and financial acumen, including departmental P&L ownership and strategic resource allocation decisions
15. Working knowledge of operational risk management, internal controls, and fraud prevention in service operations environments
16. Build-from-scratch capability: You’re comfortable with ambiguity and energised by the challenge of establishing structure where little exists — you don’t need a playbook to start delivering
17. Operational diagnostic rigour: You go beyond first plausible explanations to identify real root causes and design interventions that deliver lasting performance change — not temporary improvements that fade
18. Partner orientation: You work effectively with Group QA/Training leadership, leveraging global frameworks rather than reinventing them — a strong local execution partner who adapts intelligently
19. Executive presence: You can represent Q&OE credibly at senior forums, maintaining the function’s strategic standing with leadership through insight and evidence rather than position
20. Influence without authority: You’ve driven accountability and sustained change in environments where you don’t control the operations you’re improving — and you’ve done it without burning bridges
21. Resilience: You can uphold standards when facing operational pressure to compromise, and you stay constructive while doing it