Kenya initially, with responsibility to build a REP operating model that can scale across Finagra markets.
Reports to
CEO | Country Manager
Works closely with: Agronomy & Operations, Finance & Accounting, Tech & Data, People,, Supply Chain, Growth & Partnerships, and HQ leadership.
Role purpose
The Finagra Rural Entrepreneur Partner (REP) model is an agronomy-led, franchise-style build-out.
Finagra’s Rural Entrepreneur Partners (REPs) are local contract farming partners who own their own land or lease land, manage field operations, and grow crops for Finagra. Finagra provides inputs, equipment, financing, IT tools, agronomy support, and route-to-market; the REP executes on the ground. Profit from harvest is shared between Finagra, the REP, farmers, and landowners.
The Head of REP Program is the single accountable owner of the REP pipeline and the full REP lifecycle: identification, screening, selection, contracting, onboarding, active management, performance monitoring, retention, and replacement where needed.
This is a deeply hands-on strategic leadership role. The Head of REP Program will build the REP model as both a disciplined investment portfolio and a living community of rural entrepreneurs. The role requires someone who can design systems, manage risk, and make capital-allocation decisions — while also spending time in the field, building trust with REPs, supporting local communities, and incubating rural entrepreneurs into high-performing long-term partners.
This role is not a desk-only strategy role. It is as hands-on as it is strategic. The person in this role must be comfortable moving between boardroom-level portfolio decisions and field-level execution: meeting rural entrepreneurs, understanding local community dynamics, troubleshooting onboarding issues, building trust with partners, and ensuring that REPs are practically supported to succeed.
Beyond managing a pipeline, this role is about building a community and incubator for rural entrepreneurs. The Head of REP Program will help transform promising local operators into capable, commercially disciplined farming partners by giving them structure, training, tools, financing access, operational support, and a clear path to grow with Finagra. The role also carries a broader community-building mandate: supporting local communities, strengthening rural livelihoods, and ensuring that Finagra’s model creates shared value for REPs, farmers, landowners, and the wider agricultural ecosystem.
Why this role exists
Finagra’s REP model depends on finding, selecting, financing, and retaining the right rural partners. The program needs a dedicated leader who can:
Build a reliable REP funnel — from lead generation and community sourcing through due diligence, contracting, onboarding, and active operations.
Improve REP selection quality — using clear scoring, KYC/KYB, land checks, production history, yield benchmarks, credit assessment, and operational readiness.
Own REP performance as a portfolio — tracking capital deployed, risk, ROI/ROIC, profit-share economics, season performance, and renewal or replacement decisions.
Coordinate execution across teams — ensuring Agronomy, Operations, Finance, Legal, Tech, Supply Chain, and Country leadership work from one shared plan and data set.
Retain and develop high-performing REPs — through onboarding, training, support, performance reviews, and structured improvement plans.
Build a REP community and incubator — create the structures, rituals, training, communication channels, and support systems that help rural entrepreneurs grow from individual operators into a high-performing partner network.
Support local communities — ensure the REP program strengthens rural livelihoods, creates opportunity for local farmers and landowners, and builds trusted long-term relationships in the communities where Finagra operates.
Key responsibilities
REP strategy and program ownership
Own the end-to-end REP operating model across the full lifecycle:
Identification
Screening
Selection
Agreement
Onboarding
Active operations
Performance review
Retention, renewal, or exit
Define and maintain the REP program playbook, stage gates, decision rights, SOPs, templates, and operating cadence.
Translate Finagra’s growth plans into REP sourcing targets by geography, crop, cluster, season, and acreage.
Build the REP Program function as a department, including roles, responsibilities, team structure, KPIs, and management routines.
Act as the final business owner for REP selection recommendations before capital is committed.
Cross-functional coordination
Chair or coordinate the REP assessment / approval cross-functionally
Ensure each team knows what it owns in the REP lifecycle.
Escalate blockers quickly: missing data, delayed legal review, system setup gaps, finance constraints, field execution risks, or REP non-compliance.
Maintain a clear RACI for the REP program.
Team leadership
Manage and develop the REP Program team, including:
REP Development Manager
Field Development Officers
REP Credit, Underwriting & Portfolio Analyst
Embedded Agritech Data / Scoring Analyst
Third-party KYC providers where relevant
Set targets, review performance, coach team members, and ensure field teams have the tools and structure required to execute.
Build a field-credible, data-disciplined, commercially minded REP team.
What “great” looks like
A strong Head of REP Program will build a REP system where:
Finagra always has a visible pipeline of qualified REP candidates.
Every REP decision is backed by data, field evidence, legal checks, and economics.
Capital is deployed only where the risk and return are understood.
REPs are onboarded before the season starts, not during execution.
Agronomy, Operations, Finance, Legal, Tech, and Supply Chain work from the same facts.
Underperforming REPs are identified early and managed decisively.
High-performing REPs renew, expand, and become reliable long-term partners.
REPs do not feel like isolated contractors; they feel like part of a serious, trusted, well-supported Finagra partner community.
Promising rural entrepreneurs become stronger operators over time because Finagra gives them structure, coaching, tools, and accountability.
Local communities see the REP program as a credible opportunity for rural enterprise development, not just an external farming project.
The Head of REP Program is equally credible in the field with REPs and in leadership discussions about capital allocation, risk, and scale.
The REP model becomes repeatable across countries and crops.
Employment type
Full-time, Kenya On-site, travelling to other locations when necessary.
