Head of Acquisitions and Fulfilment

Listing reference: track_001740 Listing status: Online Apply by: 28 August 2026

Position summary

Industry: IT & Internet Job category: Sales Management Location: Randburg Contract: Permanent Remuneration: Market Related EE position: Yes

Introduction

The Head of Acquisitions and Fulfilment is responsible for converting partner‑generated leads into successful Tracker subscriptions and completed device installations through an integrated, end‑to‑end acquisition and fulfilment operating model. The role oversees the full customer journey from lead intake and prioritisation, through customer contact, sales conversion, onboarding, scheduling and installation fulfilment. The incumbent ensures best‑in‑class resolution times, optimised lead consumption, improved conversion throughput and seamless operational execution across Automotive, Insurance, Broker and other strategic partner channels. This role requires strong commercial acumen, operational discipline, customer‑centric design and the ability to orchestrate cross‑functional teams to deliver predictable, high‑quality acquisition outcomes.

Job description

Lead Intake, Prioritisation and Consumption:

• Own the end‑to‑end operating model for leads received from Automotive, Insurance, Broker and strategic partner channels.
• Design lead allocation rules that prioritise hot, high‑value and time‑sensitive leads while preventing lead leakage and duplication.
• Drive speed‑to‑contact, follow‑up discipline and lead ageing controls to maximise consumption and conversion.
• Partner with data and reporting teams to build visibility of lead source performance, lead quality, conversion outcomes and drop‑off reasons.
• Implement predictive lead scoring models to improve prioritisation and optimise agent allocation.
• Strengthen governance of lead suppliers and partner data feeds to ensure accuracy, timeliness and compliance.
• Introduce structured lead‑testing, sampling and quality‑verification routines to proactively identify issues before they impact conversion.

Sales Conversion and Customer Onboarding:

• Lead teams responsible for concluding sales from inbound and partner‑generated opportunities.
• Standardise sales scripts, objection handling, disclosure requirements and quality assurance controls across acquisition channels.
• Improve quote‑to‑sale, lead‑to‑sale and contract‑to‑fitment conversion by removing friction in the customer journey.
• Ensure customer engagement is responsive, compliant, accurate and aligned to Tracker customer experience standards.
• Introduce targeted coaching, competency uplift and certification programmes to strengthen acquisition sales capability.
• Implement structured customer journey mapping and friction‑point analysis to continuously improve onboarding experiences.
• Drive digital‑assisted onboarding solutions (e.g., digital contracts, automated disclosures, self‑service scheduling) to improve speed and accuracy.

Fulfilment and Installation Scheduling:

• Own the sales‑to‑fitment handover process and ensure customers are scheduled for tracking device installation quickly and accurately.
• Partner with Installation Support, Operations and regional fitment networks to optimise scheduling capacity, slot utilisation and completion rates.
• Monitor and improve resolution time, speed‑to‑schedule, speed‑to‑install, rescheduling rates, no‑shows and ageing of unscheduled contracts.
• Implement escalation routines for delayed, failed or high‑priority fitments to protect partner relationships and customer experience.
• Introduce dynamic scheduling models that optimise technician routing, capacity and customer preferences.
• Strengthen fulfilment governance through daily operational huddles, exception management routines and proactive backlog control.
• Implement automated customer notifications, reminders and confirmations to reduce no‑shows and improve installation throughput.

Operational Excellence and Efficiency:

• Implement process redesign, workflow automation and dashboarding to reduce manual effort and accelerate fulfilment outcomes.
• Embed daily, weekly and monthly performance rhythms that focus teams on conversion, scheduling, ageing, quality and partner commitments.
• Ensure effective CRM, dialler, lead management and scheduling tool usage to improve productivity and management control.
• Identify bottlenecks across sales administration, customer documentation, scheduling and installation fulfilment, and lead corrective action plans.
• Drive continuous improvement through structured Kaizen, Lean or Six Sigma methodologies.
• Introduce automation opportunities across lead allocation, contract processing, scheduling and customer communication.
• Strengthen data integrity, reporting accuracy and operational governance to support decision‑making and performance transparency.

Partner and Stakeholder Management:

• Build trusted working relationships with Automotive, Insurance, Broker and other lead‑source partners.
• Provide performance feedback to partners on lead quality, conversion, installation outcomes and operational improvements required.
• Collaborate with Sales, Marketing, Product, Operations, Finance and Customer Experience teams to align campaigns, capacity and customer journeys.
• Lead quarterly partner performance reviews, including operational scorecards, improvement plans and commercial insights.
• Strengthen partner onboarding processes to ensure clarity of expectations, data requirements and operational standards.
• Represent Tracker in strategic partner forums to influence collaboration, innovation and joint commercial opportunities.

Compliance, Risk and Quality:

• Ensure acquisition and fulfilment practices comply with internal governance, POPIA data handling requirements and applicable sales conduct standards.
• Embed quality assurance, monitoring, documentation controls and audit‑ready processes across the lead‑to‑fitment lifecycle.
• Address complaints, mis‑selling risk, partner escalations and customer‑impacting process failures with urgency and clear accountability.
• Implement structured conduct‑risk dashboards and early‑warning indicators to proactively manage emerging risks.
• Strengthen compliance training, behavioural reinforcement and competency uplift across acquisition and fulfilment teams.
• Lead remediation initiatives following audit findings, partner escalations or regulatory concerns to ensure sustainable corrective action.

People Leadership:

• Ensure that the Installation Support team delivers in accordance with the Tracker Values
• Drive the improvement of the Tracker Culture within the team, particularly on management style, communication, customer service excellence and quality
• Attract and retain talent for Installation Support
• Forecast staffing needs based on call volumes and service levels.
• Manage shift schedules and standby Rosters to ensure coverage and reduce burnout.
• Align headcount with workload (e.g. Testing call volumes and reconciliation support tasks).
• Crosstrain staff to improve flexibility and responsiveness.
• Monitor KPIs (e.g. average handling time, first call resolution, customer satisfaction).
• Conduct regular coaching and feedback sessions
• Track turnaround times, accuracy, and compliance in administrative processes.
• Implement continuous improvement initiatives.
• Develop career paths for agents (e.g. senior agent, team leader).
• Recognize top performers and foster a culture of accountability
• Upskill staff in systems, compliance, and stakeholder engagement.
• Promote ownership and initiative in problem-solving.
• Foster a service-oriented, high-performance culture.
• Ensure clear communication of goals, priorities, and changes.
• Facilitate team huddles, feedback forums, and recognition programmes.

Financial Management:

• Oversee and report back to the executive layer on all Management Acc