SAMUEL ADJEI-SAH

Evaluate and provide strategic direction to the field implementation team to drive the right culture and behaviour to deliver business results

• Evaluated and implemented cross-functional teams training programmes to bridge skill gap. This programme focused on; Sales Managers (4), Sales Leads (29) and FootSoldiers (1,550) as a pilot project
• Identifying key channels for enhancement led to significant cost savings on customer acquisition. Growing customer acquisition contribution of 36% from agents opening wallets channel
• Increased field force daily productivity by 5 additional acquisitions per head by implementing a comprehensive granular accountability meetings & reporting.
• Recommended enhancements of the existing canvasser scheme to be mapped directly under Sales Lead instead of 3rd party agency to improve accountability.
• Transformed underperforming team members into productive contributors through targeted coaching, feedback sessions, performance monitoring, budding system and talent mapping concept.

A consultancy role to provide practical demonstration and insightful guidance on how to develop and manage a regional sales structure efficiently and effectively

• Built a model regional structure within 8 months to serve as a guide to other regions in the areas; distributor management, salesforce performance management, using Analytics (Engine Room) to deepen distributions, acquisition machinery efficiency & acceleration and developing talent maps to guide succession plan
• Achieved 3% market share growth with this new structured territory after 8 months
• Additionally, led the Mobile Money Implementation team to accelerate Fintech distribution at retail
• Took additional responsibility of directing the entire sales force to grow and maintain overall market share from a performance of 36.8% in Jan 2022, where MTN was the second operator to 40.2% in June 2023 as a market leader
• Continually evaluated the marketplace trends and gathering distribution gaps and developed an execution plan to fix them
• Rolled out staff capacity building programmes through classroom and field coaching
• This has inspired and developed senior managers (2) and regional managers (2)
• Initiated lots of change management initiatives on sales leadership due to cultural diversity and military mindset for sales teams’ execution
• Participation in MFS Council, a leadership meeting for Fintech business strategy evaluation and overall performance management

As business lead for MDN Commodities which was a start-up business created by MTN Ghana Distributors to venture into digital platform for Agro-tech and E-commerce business

• Developed a comprehensive business case for this new entity as License Buying Company (LBC)
• MDN Commodities was a start-up business which was initiated by MTN Ghana Distributors to venture into digital platforms for Agro-tech and E-commerce business

As head of Sales for a 4G LTE mobile broadband network operator offering fast mobile broadband services to the Elite market. I was responsible for customer acquisition, retail distribution and business revenue

• Provided leadership to the entire route-to-market team and supported systems for LTE business profitability through management consultation
• Provided advice on all marketing activities, including sales promotion, marketing research, physical distribution, and POS merchandising to gain volume sales to drive profitability
• Implemented a customer acquisition commission model (Revenue Share Approach) to decrease overall pay out by 10% to improve EBITDA
• Implemented tactical direct customer contact initiative to focus on high value clients at eatery locations. This initiative increased the average monthly acquisition via device sell out by 150%
• Recommended a commercial project on Location-Based Tariff (LBT) concept in tertiary institutions for management review and implementation
• Reviewed individual productivity based on capacity, resulting in enhanced efficiency and increased productivity.
• Implemented revenue enhancement initiatives by managing specific VAS to deliver significant revenue

As Head of Sales for Starbow Airlines which was a domestic airline / air-transport carrier operating on the three internal routes in Ghana. My role was to improve daily load factor of passengers per flight. And equally expand ticket selling footprints, leading into business revenue growth

• With an aggressive business development approach, I led the team to sign on key clients like Ghana Graphic Communications Group to transport daily newspapers, RigWorld to transport their staff working on their rigs to and from Takoradi, and BUI Power Company staff etc
• The overall business revenue moved up by 35% after three months of aggressive push
• Negotiated a win-back plan with Ghana Gas Company which led to maximizing business revenue by 12% additional revenue on the Takoradi route
• Established debt recovery plan which brought the 6months ageing debts to 30 days
• Built strategic partnership with African World Airlines (Another domestic airline company) on passenger load transfers during unexpected incidence
• Instituted passenger baggage tracking system to ensure agreed charges are collected for excess luggage
• Implemented a prestige & loyalty scheme with business moguls and politicians on Accra-Kumasi route in line with brand stickiness
• Conducted capacity building workshop for the salesforce on relationship management and agents productivity skills to drive sell-out rate with travel agents
• Developed strong client relationships with top 20% agents for improved customer satisfaction and repeat business.
• Streamlined sales processes, resulting in enhanced efficiency and increased productivity.

As the Sales Director for the third largest mobile operator in Ghana with an average annual turnover of $190M USD

• Provided leadership presence to the entire Go-To-Market salesforce that transformed the working culture to results orientation.
• Formulated business developmental plans and strategies to drive revenue growth within difficult to serve terrains. Recruited two (2) distributors for Northern Ghana to expand our distribution reach. That initiative brought an initial 12% growth in total sales volume
• Monitored distribution activities of seven (7) authorized distributors to ensure adequate distribution reach and depth within Ghana
• Led the entire sales team to deliver an annual revenue of $114M USD within my first year in office
• Developed a commercial GTM plan to support Mobile Financial Service (TigoCash Business) to double its monthly revenue to $350,000 USD after six months of my leadership
• Recommended the needed focus required by management on our Mobile Financial Services which was going to promote our brand stickiness and future fortunes.
• Implemented a revenue share pay-out scheme for acquisition touchpoints which paid more SAC to points that had good quality. This directive brought our % SAC commission on revenue from 14% in April 2015 to 8% in August 2016
• Introduced market development incentive scheme to strategic distributors to deepen distribution and market penetration in difficult terrains. This led to brining onboard two more distributors within areas without distributors
• Instituted distributor health checks system which prevented lots of capital flights by most foreign distributors in line with governance policies and principles
• The led the team to roll out a total of 12 digital stores to promote distributors digital footprints
• Led the entire salesforce to Achiase Jungle Warfare School (Military Training School) to develop military Mindset in execution, discipline, adaptability, and change management
• Optimized sales operations by streamlining processes, and developing comprehensive training programs from Tigo Sales Academy.
• Developed, implemented and oversaw a comprehensive performance frame work that tailed off poor performing sales staff

This role was on-job rotation programme from MTN Ghana to two OPCOs based on MTN Group policy to transfer skills to other units in line with developing regional sales structure and optimizing distribution

• Led the execution of strategies to improve regional sales structure efficiency and effectiveness using brilliant basics in distribution
• Conducted a practical demonstration of field sales leadership role in line with Every Day Great Execution (EDGE)
• Demonstrated to the team how to prepare and execute regional specific commercial plans
• Led the team to on-boarded over 90% of exclusive TigoCash agents, the then market leader in mobile financial services in Rwanda onto MTN MoMo business
• Coached team on how to use Location Performance Analyzer (LPA) to identify distribution gaps and develop plans to fix them. This tool focus on granular distribution opportunities
• Implemented effective territory management skills using team itinerary building as a guide
• Introduced a change management programme that developed three regional managers into senior manager status

This role provided day-to-day strategic leadership to the entire regional commercial teams to deliver business objectives within the assigned region. Supervised

• It gave me in-depth knowledge of distribution, optimizing regional sales structure and the use of energetic leadership to drive growth
• Provided leadership and general operations management which included Network, Sales & Customer Service. With 6 direct reports, 25 skip level report and over 500 indirect reports
• Budget and financial control management activities within my assigned region
• Developed and implemented actionable plans that delivered target acquisition and customer market share
• Spearheaded initiatives designed to enhance brand visibility, resulting in greater subscriber acquisition drive
• Orchestrated territory expansion initiatives through strategic planning and collaborative engagement with distributors in difficult terrains.
• Led the South East team to receive the best territory awards for two years. We contributed 51% of the entire national revenue