Zeraki

<h2>About the Role</h2>We are looking for a Senior Growth Product Manager to own Zeraki's Customer Development portfolio and the system behind it. Reporting to the CEO, you will decide — with the CEO — which customer and market opportunities deserve learning investment, run the operating system through which they are tested, personally lead the most consequential initiatives, and build a team of Growth Product Managers to lead the rest. This is Zeraki's senior role for turning uncertain opportunities into evidence-grounded products and repeatable growth models. You will sit in the company's executive decision forums as the person accountable for the quality of evidence behind major Product and commercial commitments.<h2>Requirements</h2> What You Will Do 01 Frame opportunities and business-model hypotheses · 15% of role Good looks like: the team knows the decision being made, what must be true and the smallest responsible next commitment. <ul><li>Turn broad ideas, customer signals and growth ambitions into explicit Customer Development initiatives with clear boundaries.</li><li>Separate strategic, Product and commercial uncertainties, and find the critical, least-supported assumptions.</li><li>Build the full causal model: customer, problem, earlyvangelist, value, buyer and payer roles, alternatives, Market Type, offer, price, channel, delivery, collections and viability.</li></ul>Turn broad ideas, customer signals and growth ambitions into explicit Customer Development initiatives with clear boundaries.Separate strategic, Product and commercial uncertainties, and find the critical, least-supported assumptions.Build the full causal model: customer, problem, earlyvangelist, value, buyer and payer roles, alternatives, Market Type, offer, price, channel, delivery, collections and viability. 02 Lead Customer Discovery and find early markets · 20% of role Good looks like: the team can explain which customers feel the problem most, what they do now, what triggers action and who decides. <ul><li>Design a proportionate discovery plan with Design, Research, Product, Sales, Account Management and Data.</li><li>Study recent incidents and real behaviour, not abstract opinions; map the full buying system, budget and procurement.</li><li>Qualify earlyvangelists on behaviour and buying conditions, and give Sales and Data the locating variables to find more of them.</li></ul>Design a proportionate discovery plan with Design, Research, Product, Sales, Account Management and Data.Study recent incidents and real behaviour, not abstract opinions; map the full buying system, budget and procurement.Qualify earlyvangelists on behaviour and buying conditions, and give Sales and Data the locating variables to find more of them. 03 Lead Customer Validation and build the sales roadmap · 25% of role Good looks like: every important deal produces progress, learning or a clear reason to disqualify or revise. <ul><li>With the Validation Sales Lead, define learning questions, the earlyvangelist cohort, proof, offer, price and promise boundaries.</li><li>Join selected customer conversations, debrief material interactions and compare wins, losses and delays.</li><li>Turn transactions into a teachable sales roadmap — trigger to initial value — and test it across customers, sellers and sales cycles.</li></ul>With the Validation Sales Lead, define learning questions, the earlyvangelist cohort, proof, offer, price and promise boundaries.Join selected customer conversations, debrief material interactions and compare wins, losses and delays.Turn transactions into a teachable sales roadmap — trigger to initial value — and test it across customers, sellers and sales cycles. 04 Develop pricing, packaging and economics · 15% of role Good looks like: an attractive headline never hides discounting, non-payment, custom work, heavy sales effort or hidden manual operations. <ul><li>With Finance, Product and Sales, test packaging, basis of charge, price ranges, terms, payment structures and channel economics.</li><li>Track the difference between hypothesised, quoted, contracted, realised and collected price.</li><li>Make sure the official economic model reflects real customer and operating evidence.</li></ul>With Finance, Product and Sales, test packaging, basis of charge, price ranges, terms, payment structures and channel economics.Track the difference between hypothesised, quoted, contracted, realised and collected price.Make sure the official economic model reflects real customer and operating evidence. 05 Lead Customer Creation and hand over to execution · 15% of role Good looks like: marketing is judged from audience through to commercial commitment — not by reach or lead volume. <ul><li>With the Marketing Lead, confirm the Market Type, positioning, proof and definition of qualified demand, and design bounded demand tests.</li><li>Connect generated demand into the validated sales roadmap and read the full conversion chain.</li><li>When a model is understood well enough, hand it over with the approved customer, offer, price, roadmap, measures, open assumptions and re-entry triggers.</li></ul>With the Marketing Lead, confirm the Market Type, positioning, proof and definition of qualified demand, and design bounded demand tests.Connect generated demand into the validated sales roadmap and read the full conversion chain.When a model is understood well enough, hand it over with the approved customer, offer, price, roadmap, measures, open assumptions and re-entry triggers. 06 Run decisions and the operating rhythm · 10% of role Good looks like: Zeraki can reconstruct what it believed, what evidence arrived, what changed and why it acted. <ul><li>Keep Product, Sales and Marketing working from one customer and value hypothesis while respecting Product authority.</li><li>Run synthesis sessions, deal learning reviews and phase reviews; keep decision records current.</li><li>Write recommendations that state the conclusion, supporting and contrary evidence, accepted uncertainty, alternatives and the next bounded commitment.</li></ul>Keep Product, Sales and Marketing working from one customer and value hypothesis while respecting Product authority.Run synthesis sessions, deal learning reviews and phase reviews; keep decision records current.Write recommendations that state the conclusion, supporting and contrary evidence, accepted uncertainty, alternatives and the next bounded commitment. What Success Looks Like First 90 days <ul><li>Time with schools, sellers, Account Managers and frontline teams; a working grasp of Zeraki's customers, products and GTM models</li><li>The most important growth and business-model uncertainties mapped, and a prioritised portfolio agreed with the CEO</li><li>One or two initial initiatives selected, with Core Teams, cadence, hypotheses and learning plans in place</li><li>First assumption and evidence registers live</li><li>Seen by Product, Sales, Marketing and Finance as an integrator who improves their decisions — not an auditor</li></ul>Time with schools, sellers, Account Managers and frontline teams; a working grasp of Zeraki's customers, products and GTM modelsThe most important growth and business-model uncertainties mapped, and a prioritised portfolio agreed with the CEOOne or two initial initiatives selected, with Core Teams, cadence, hypotheses and learning plans in placeFirst assumption and evidence registers liveSeen by Product, Sales, Marketing and Finance as an integrator who improves their decisions — not an auditor First six months <ul><li>At least one material opportunity through a disciplined Customer Discovery cycle</li><li>Weak opportunities narrowed, revised, deferred or stopped earlier</li><li>Earlyvangelists identified by behaviour; buyers, economic buyers and payers clearer</li><li>Weekly deal learning reviews running separately from pipeline reviews</li><li>Price, commercial exceptions and collected-value evidence visible; an emerging sales roadmap that explains buying behaviour</li></ul>At least one material opportunity through a disciplined Customer Discovery cycleWeak opportunities narrowed, revised, deferred or stopped earlierEarlyvangelists identified by behaviour; buyers, economic buyers and payers clearerWeekly deal learning reviews running separately from pipeline reviewsPrice, commercial exceptions and collected-value evidence visible; an emerging sales roadmap that explains buying behaviour First 12 months <ul><li>One or more opportunities at a defensible proceed, bounded-execution, reframe or stop decision</li><li>At least one sales roadmap field-tested beyond a single customer or exceptional seller</li><li>Customer Creation tests connected to qualified demand and sales progression</li><li>Clearer, usable GTM handoffs into routine teams</li><li>Major decisions traceable to the original evidence and reasoning</li></ul>One or more opportunities at a defensible proceed, bounded-execution, reframe or stop decisionAt least one sales roadmap field-tested beyond a single customer or exceptional sellerCustomer Creation tests connected to qualified demand and sales progressionClearer, usable GTM handoffs into routine teamsMajor decisions traceable to the original evidence and reasoning What You Bring Experience <ul><li>Typically 8+ years in Product Management, Growth, venture building, B2B SaaS, strategy, startups, commercial innovation or a related field.</li><li>Ownership of at least one significant initiative from early uncertainty through Product, commercial or market execution.</li><li>Strong understanding of Product Discovery and outcome-oriented Product Management.</li><li>Hands-on customer inquiry, turned into decisions.</li><li>Experience working with Sales or taking part directly in customer acquisition and commercial conversations.</li><li>Comfort with pricing, business models, commercial metrics, basic financial analysis, and qualitative and quantitative evidence.</li><li>Proven ability to lead cross-functional work without formal authority, and willingness to travel and spend real time with customers.</li><li>A bachelor's degree or equivalent experience in engineering, computer science, business, economics, design, social science, finance or another analytically demanding field. An MBA is useful but not required.</li></ul>Typically 8+ years in Product Management, Growth, venture building, B2B SaaS, strategy, startups, commercial innovation or a related field.Ownership of at least one significant initiative from early uncertainty through Product, commercial or market execution.Strong understanding of Product Discovery and outcome-oriented Product Management.Hands-on customer inquiry, turned into decisions.Experience working with Sales or taking part directly in customer acquisition and commercial conversations.Comfort with pricing, business models, commercial metrics, basic financial analysis, and qualitative and quantitative evidence.Proven ability to lead cross-functional work without formal authority, and willingness to travel and spend real time with customers.A bachelor's degree or equivalent experience in engineering, computer science, business, economics, design, social science, finance or another analytically demanding field. An MBA is useful but not required. Skills and attributes <ul><li> A customer investigator — you study what customers actually do: circumstances, recent decisions, workarounds and trade-offs, not requests or votes on solutions.</li><li> A strong Product thinker — you can separate customer opportunity, Product problem, solution, outcome and commercial model, and work credibly with PMs, designers and engineers.</li><li> Commercially fluent — buyers, budgets, pricing, packaging, channels, contract terms, collections and unit economics are part of the work, not an afterthought.</li><li> Hypothesis-driven and evidence-disciplined — you make beliefs explicit, set thresholds before tests, seek disconfirming evidence and never overstate what a result proves.</li><li> A systems integrator — you hold the whole model together while respecting other functions' authority; you lead without needing to own everyone involved.</li><li> A clear writer — you turn messy evidence into hypotheses, decision papers and direct recommendations.</li><li> Willing to sell — you ask for commitment, discuss price, hear objections and learn from rejection.</li><li> AI-fluent — you use AI for research preparation, synthesis, signal analysis and experiment design, and you know what still needs direct human contact with customers.</li><li> A high-integrity learner — you care more about what is true than about defending the original idea, even when the evidence challenges an executive opinion or an attractive forecast.</li></ul> A customer investigator — you study what customers actually do: circumstances, recent decisions, workarounds and trade-offs, not requests or votes on solutions. A strong Product thinker — you can separate customer opportunity, Product problem, solution, outcome and commercial model, and work credibly with PMs, designers and engineers. Commercially fluent — buyers, budgets, pricing, packaging, channels, contract terms, collections and unit economics are part of the work, not an afterthought. Hypothesis-driven and evidence-disciplined — you make beliefs explicit, set thresholds before tests, seek disconfirming evidence and never overstate what a result proves. A systems integrator — you hold the whole model together while respecting other functions' authority; you lead without needing to own everyone involved. A clear writer — you turn messy evidence into hypotheses, decision papers and direct recommendations. Willing to sell — you ask for commitment, discuss price, hear objections and learn from rejection. AI-fluent — you use AI for research preparation, synthesis, signal analysis and experiment design, and you know what still needs direct human contact with customers. A high-integrity learner — you care more about what is true than about defending the original idea, even when the evidence challenges an executive opinion or an attractive forecast. Where you might be coming from You may be a Growth Product Manager, Senior Product Manager, venture builder, new-business or innovation lead, Product strategist, startup operator, or a consultant who has since owned real execution. Your title matters less than whether you can move from uncertainty to evidence, decision and action. Exceptional candidates from less conventional routes are welcome. EXPERIENCE THAT WILL HELP B2B or enterprise SaaS with complex buying · EdTech, fintech, payments or embedded finance · Product-led, sales-led and partner-led growth · Pricing and packaging · New-market or new-category development · Jobs-to-be-Done and segmentation · Enterprise sales or account management · Growth experimentation and lifecycle analytics · Emerging or multi-country markets · Working directly with founders<h2>What We Offer</h2>● A chance to contribute to a mission-driven company that's making a real difference in education across Africa.● A collaborative, inclusive, and dynamic work environment where your input is valued.<h2>Our Culture</h2>At Zeraki, our culture defines how we work, how we make decisions, and how we succeed together. We are united by eight core values: Integrity, Love of Learning, Highest Standards, Deliver Results, Hire &amp; Develop the Best, Manage Through Trust, Empathy, and Have Backbone; Disagree &amp; Commit. We act with integrity, doing what is right and taking ownership of our actions. We have a love of learning, staying curious and continuously seeking to improve. We hold ourselves to the highest standards, continually raising the bar in the quality of our work, and we deliver results by taking ownership, acting with urgency, and following through on our commitments. We hire and develop the best, surrounding ourselves with exceptional people and creating opportunities for them to grow and excel. We manage through trust, giving people the context, freedom, responsibility, and accountability to do their best work. We lead with empathy, creating an environment where people are respected, supported, and able to thrive. And we have backbone, disagree and commit - we speak up when we disagree, challenge ideas respectfully, and once a decision is made, commit fully to making it successful. Together, these values create a culture of freedom and responsibility, high performance, continuous learning, and meaningful impact, empowering every Zerakian to Be Extraordinary.

Senior Growth Product Manager

<h2>About the Role</h2>Zeraki's Head of Account Management leads the department that owns our relationship with every school after its first renewal — the more than 8,500 schools that make Zeraki what it is. You will own renewals, churn, cross-sell and upsell, net revenue retention, renewal collections and customer satisfaction across the installed base, and the strategy, structure and people that deliver them. Reporting directly to the CEO, you will lead the entire Account Management organisation: Senior Regional Account Managers, Regional Account Managers and Account Management Leads, and through them every Senior Account Manager and Account Manager. This is a head-of-department role in the full sense, and the commercial counterpart to the Head of Sales. You decide how Zeraki segments and serves its customers, how renewals are forecast and protected, how single-product schools become platform customers, and how the voice of the customer reaches every decision the company makes. Recurring revenue is the foundation of Zeraki's business; you are its guardian and its growth engine.<h2>Requirements</h2> What You Will Do 01 Protect the base — renewals and churn · 25% of role Good looks like: renewals are forecast 90 days out, churn is explained before it happens and no major account is lost by surprise. <ul><li>Own renewals and churn across the installed base: ≥97% retention, 100% of renewals started on time and no lapses.</li><li>Build the renewal engine — forecast, early-warning risk flags, recovery plays and a named owner for every renewal.</li><li>Retain 100% of Zeraki's top accounts, and examine every churned school for its root cause.</li></ul>Own renewals and churn across the installed base: ≥97% retention, 100% of renewals started on time and no lapses.Build the renewal engine — forecast, early-warning risk flags, recovery plays and a named owner for every renewal.Retain 100% of Zeraki's top accounts, and examine every churned school for its root cause. 02 Grow the base — cross-sell, upsell and NRR · 20% of role Good looks like: expansion is planned, not hoped for — and schools adopt more of the platform every year. <ul><li>Own expansion revenue and net revenue retention: ≥110% across the base, with every region above 100%.</li><li>Deliver the department's cross-sell and 3X upsell targets — around 30 product additions per Account Manager a year — and raise multi-product adoption.</li><li>With Marketing and Sales, design installed-base programmes that move single-product schools to full platform customers.</li><li>Grow the share of company revenue that comes from existing customers.</li></ul>Own expansion revenue and net revenue retention: ≥110% across the base, with every region above 100%.Deliver the department's cross-sell and 3X upsell targets — around 30 product additions per Account Manager a year — and raise multi-product adoption.With Marketing and Sales, design installed-base programmes that move single-product schools to full platform customers.Grow the share of company revenue that comes from existing customers. 03 Know every account — segmentation and health · 10% of role Good looks like: every account has an owner, a health score and a plan. <ul><li>Define customer segmentation and tiering across 8,500+ schools, so attention matches value and complexity.</li><li>Build one account-health model — usage, adoption, satisfaction and payment behaviour — used by every team.</li><li>Keep Zeraki coherent across markets: consistent where it must be, local where it should be.</li></ul>Define customer segmentation and tiering across 8,500+ schools, so attention matches value and complexity.Build one account-health model — usage, adoption, satisfaction and payment behaviour — used by every team.Keep Zeraki coherent across markets: consistent where it must be, local where it should be. 04 Collect and forecast · 10% of role Good looks like: renewal revenue is predictable and paid. <ul><li>Hold renewal and upsell collections at or above 95% without damaging relationships.</li><li>With Finance and Data, build a forecast tied to renewals, expansion, collections and NRR — accurate within ±5%.</li><li>Govern Cost of Retention and the efficiency of the department, including accounts per Account Manager.</li></ul>Hold renewal and upsell collections at or above 95% without damaging relationships.With Finance and Data, build a forecast tied to renewals, expansion, collections and NRR — accurate within ±5%.Govern Cost of Retention and the efficiency of the department, including accounts per Account Manager. 05 Lead the leaders · 15% of role Good looks like: every region has a strong leader and a ready successor, and Account Management is a career people choose. <ul><li>Lead, coach and review Senior Regional Account Managers, Regional Account Managers and Account Management Leads through regular one-on-ones, field visits and documented feedback.</li><li>Run fair, evidence-based quarterly reviews and calibration; keep at least two ready successors and a visible path for Specialist Track experts.</li><li>Own hiring, onboarding and training, and build a customer-first culture of empathy, proactivity and results.</li></ul>Lead, coach and review Senior Regional Account Managers, Regional Account Managers and Account Management Leads through regular one-on-ones, field visits and documented feedback.Run fair, evidence-based quarterly reviews and calibration; keep at least two ready successors and a visible path for Specialist Track experts.Own hiring, onboarding and training, and build a customer-first culture of empathy, proactivity and results. 06 Own the most important relationships · 10% of role Good looks like: Zeraki's biggest customers stay, grow and speak for us. <ul><li>Act as the final escalation point for critical customer situations — assembling the cross-functional response and engaging school owners, boards and officials directly.</li><li>Act as executive sponsor for Zeraki's largest school networks and institutional accounts.</li><li>Turn customer outcomes into references, case studies and referral programmes that help Sales win.</li></ul>Act as the final escalation point for critical customer situations — assembling the cross-functional response and engaging school owners, boards and officials directly.Act as executive sponsor for Zeraki's largest school networks and institutional accounts.Turn customer outcomes into references, case studies and referral programmes that help Sales win. 07 Bring the customer into every decision · 10% of role Good looks like: when Zeraki decides, someone has asked “how will this affect the schools we already serve?” — and answered it with evidence. <ul><li>Bring the voice of the customer into product, pricing and go-to-market decisions, with facts, not alarms.</li><li>Partner with Sales on handover, Support on service quality, Product on roadmap and launches, and Finance on billing.</li><li>Run the department's operating system — CRM compliance at 100%, SLA compliance at or above 95%, QBRs as a discipline — and an AI-enabled model with firm controls on data quality and privacy.</li></ul>Bring the voice of the customer into product, pricing and go-to-market decisions, with facts, not alarms.Partner with Sales on handover, Support on service quality, Product on roadmap and launches, and Finance on billing.Run the department's operating system — CRM compliance at 100%, SLA compliance at or above 95%, QBRs as a discipline — and an AI-enabled model with firm controls on data quality and privacy. What Success Looks Like First 90 days <ul><li>Time in schools with principals and bursars, and with Sales, Support, Finance and country teams</li><li>An audit of the whole base: account health, renewals, collections and at-risk revenue</li><li>Customer segments mapped and tiering agreed</li><li>Renewal, forecast and QBR rhythm agreed and running</li><li>The first department operating plan, and a clear list of what to stop, build and automate</li></ul>Time in schools with principals and bursars, and with Sales, Support, Finance and country teamsAn audit of the whole base: account health, renewals, collections and at-risk revenueCustomer segments mapped and tiering agreedRenewal, forecast and QBR rhythm agreed and runningThe first department operating plan, and a clear list of what to stop, build and automate First six months <ul><li>One account-health model used by every team</li><li>Renewals forecast 90 days ahead, within ±5% accuracy</li><li>Every at-risk account with a documented recovery plan</li><li>One shared handover standard live with Sales</li><li>Every leader coached, with quarterly objectives in place</li></ul>One account-health model used by every teamRenewals forecast 90 days ahead, within ±5% accuracyEvery at-risk account with a documented recovery planOne shared handover standard live with SalesEvery leader coached, with quarterly objectives in place First 12 months <ul><li>Churn at or below 3% and net revenue retention at or above 110%</li><li>A repeatable renewal and cross-sell playbook across school segments</li><li>Collections at or above 95% without damaging relationships</li><li>A strong bench: at least two ready leaders</li><li>Account Management trusted as a strategic department, not a service desk</li></ul>Churn at or below 3% and net revenue retention at or above 110%A repeatable renewal and cross-sell playbook across school segmentsCollections at or above 95% without damaging relationshipsA strong bench: at least two ready leadersAccount Management trusted as a strategic department, not a service desk What You Bring Experience <ul><li> 8+ years in account management, customer success, sales, relationship management or commercial operations, including at least 4 years leading managers or multiple customer-facing teams.</li><li>A track record of building — or materially improving — an account management or customer success department, and owning retention, expansion and revenue-forecast outcomes.</li><li>Proven experience managing enterprise or strategic customer portfolios, and a demonstrable contribution to net revenue retention.</li><li>Experience designing operating rhythms, segmentation, account-health models and CRM discipline across multiple teams or regions.</li><li>Comfort with cohorts, forecasting and the economics of retention and expansion, and with presenting them to a CEO and Board.</li><li>A bachelor's degree in Business, Commerce, Marketing, Education, Economics, Information Systems or a related field; an MBA or senior customer-success certification is an advantage.</li></ul> 8+ years in account management, customer success, sales, relationship management or commercial operations, including at least 4 years leading managers or multiple customer-facing teams.A track record of building — or materially improving — an account management or customer success department, and owning retention, expansion and revenue-forecast outcomes.Proven experience managing enterprise or strategic customer portfolios, and a demonstrable contribution to net revenue retention.Experience designing operating rhythms, segmentation, account-health models and CRM discipline across multiple teams or regions.Comfort with cohorts, forecasting and the economics of retention and expansion, and with presenting them to a CEO and Board.A bachelor's degree in Business, Commerce, Marketing, Education, Economics, Information Systems or a related field; an MBA or senior customer-success certification is an advantage. What we are looking for <ul><li> A builder of customer departments — you have turned retention and expansion into disciplined, forecastable routines.</li><li> A customer success strategist — you can tell an account problem apart from its symptom.</li><li> Commercially accountable — you never hide behind relationship goodwill where revenue evidence is needed.</li><li> A leader of leaders — you coach managers to build strong teams of their own.</li><li> Field-rooted — you go to schools; customers cannot be understood through dashboards alone.</li><li> An exceptional communicator — equally credible in a principal's office, a finance review and a board room.</li><li> AI-fluent and values-led — you use AI for real leverage, and integrity and empathy show up in every relationship.</li></ul> A builder of customer departments — you have turned retention and expansion into disciplined, forecastable routines. A customer success strategist — you can tell an account problem apart from its symptom. Commercially accountable — you never hide behind relationship goodwill where revenue evidence is needed. A leader of leaders — you coach managers to build strong teams of their own. Field-rooted — you go to schools; customers cannot be understood through dashboards alone. An exceptional communicator — equally credible in a principal's office, a finance review and a board room. AI-fluent and values-led — you use AI for real leverage, and integrity and empathy show up in every relationship. Where you might be coming from You may be a Head of Customer Success, Head of Account Management, Key Accounts Director or Regional Account Management leader who has built and scaled a team in SaaS, EdTech, fintech, banking or telecoms. Your title matters less than whether you can connect account health, renewals, expansion, collections and commercial outcomes — through other leaders. What This Role Is Not <ul><li> Not a support desk — It exists to make customers successful, not to answer tickets.</li><li> Not only relationship management — Goodwill must connect to retention, adoption and revenue.</li><li> Not only renewals — Retention without growth, or growth without health, is not success.</li><li> Not the Head of Sales — Sales wins new schools and owns them to first renewal. You keep and grow them from there.</li><li> Not the Product Manager — Product owns scope and priorities. You bring the customer's voice to them.</li><li> Not a firefighter — You lead the hardest escalations, but you build the system that prevents them.</li></ul> Not a support desk — It exists to make customers successful, not to answer tickets. Not only relationship management — Goodwill must connect to retention, adoption and revenue. Not only renewals — Retention without growth, or growth without health, is not success. Not the Head of Sales — Sales wins new schools and owns them to first renewal. You keep and grow them from there. Not the Product Manager — Product owns scope and priorities. You bring the customer's voice to them. Not a firefighter — You lead the hardest escalations, but you build the system that prevents them.<h2>What We Offer</h2>● A chance to contribute to a mission-driven company that's making a real difference in education across Africa.● A collaborative, inclusive, and dynamic work environment where your input is valued.<h2>Our Culture</h2>At Zeraki, our culture defines how we work, how we make decisions, and how we succeed together. We are united by eight core values: Integrity, Love of Learning, Highest Standards, Deliver Results, Hire &amp; Develop the Best, Manage Through Trust, Empathy, and Have Backbone; Disagree &amp; Commit. We act with integrity, doing what is right and taking ownership of our actions. We have a love of learning, staying curious and continuously seeking to improve. We hold ourselves to the highest standards, continually raising the bar in the quality of our work, and we deliver results by taking ownership, acting with urgency, and following through on our commitments. We hire and develop the best, surrounding ourselves with exceptional people and creating opportunities for them to grow and excel. We manage through trust, giving people the context, freedom, responsibility, and accountability to do their best work. We lead with empathy, creating an environment where people are respected, supported, and able to thrive. And we have backbone, disagree and commit - we speak up when we disagree, challenge ideas respectfully, and once a decision is made, commit fully to making it successful. Together, these values create a culture of freedom and responsibility, high performance, continuous learning, and meaningful impact, empowering every Zerakian to Be Extraordinary.

Head of Account Management

Head of Impact

<h2>About the Role</h2>We are looking for a Head of Marketing to build the function through which Zeraki is understood, trusted, chosen and recommended. Reporting to our Co-Founder &amp; CEO, you will own company and product positioning, brand, customer proof, qualified demand and marketing operations — and build a lean, AI-enabled team to deliver them. This is not a communications, social-media or campaign-management role. It is a senior market-development role at the intersection of customer insight, product, sales, brand, data and commercial performance. Within our most important customer-development initiatives, you will serve as Customer Creation Lead: accountable for how the next customer discovers, understands, believes and acts on what we build.<h2>Requirements</h2> What You Will Do 01 Strategy, Brand &amp; Positioning Good looks like: one coherent company, a clear promise and credible evidence wherever someone meets Zeraki. <ul><li>Build one company-wide marketing strategy tied to corporate strategy, the product portfolio, customer segments, revenue priorities and country plans.</li><li>Run the operating rhythm: annual and quarterly planning, prioritisation, launch readiness, budget reviews and executive reporting.</li><li>Define company positioning, brand architecture, brand promise, core narrative, voice and audience-specific messages.</li><li>Keep Zeraki coherent across Kenya, Uganda, Tanzania and new markets — consistent where it must be, local where it should be.</li></ul>Build one company-wide marketing strategy tied to corporate strategy, the product portfolio, customer segments, revenue priorities and country plans.Run the operating rhythm: annual and quarterly planning, prioritisation, launch readiness, budget reviews and executive reporting.Define company positioning, brand architecture, brand promise, core narrative, voice and audience-specific messages.Keep Zeraki coherent across Kenya, Uganda, Tanzania and new markets — consistent where it must be, local where it should be. 02 Product Marketing &amp; Customer Creation Good looks like: launches begin with customer, buyer, proof and GTM logic — not last-minute requests for posters. <ul><li>For every material product, define the customer, buying trigger, value and commercial proposition, differentiation, proof and objections.</li><li>Own messaging frameworks, launch plans, sales enablement, product pages, battle cards and post-launch learning.</li><li>As Customer Creation Lead, define the next customer population, build the proof architecture, set pre-test thresholds and route qualified demand into the sales roadmap.</li><li>Read the Market Type — existing, new, low-cost or niche — and never run one playbook for all four.</li></ul>For every material product, define the customer, buying trigger, value and commercial proposition, differentiation, proof and objections.Own messaging frameworks, launch plans, sales enablement, product pages, battle cards and post-launch learning.As Customer Creation Lead, define the next customer population, build the proof architecture, set pre-test thresholds and route qualified demand into the sales roadmap.Read the Market Type — existing, new, low-cost or niche — and never run one playbook for all four. 03 Demand Generation &amp; Sales Partnership Good looks like: Marketing and Sales stop debating whether leads are “good” — they share one definition and one data set. <ul><li>Design demand systems that fit our market: account-based and field programmes, cross-sell with Account Management, referrals, school networks, events, search, lifecycle and partner campaigns.</li><li>For every major programme, know the audience, problem, message, proof, channel, handoff, cost and decision threshold.</li><li>Agree with Sales one definition of customer fit, qualified demand, acceptance and attribution — and keep every opportunity’s context intact.</li></ul>Design demand systems that fit our market: account-based and field programmes, cross-sell with Account Management, referrals, school networks, events, search, lifecycle and partner campaigns.For every major programme, know the audience, problem, message, proof, channel, handoff, cost and decision threshold.Agree with Sales one definition of customer fit, qualified demand, acceptance and attribution — and keep every opportunity’s context intact. 04 Customer Proof &amp; Advocacy <ul><li>Turn customer outcomes into credible, traceable, authorised evidence: case studies, references, ROI and impact stories.</li><li>Choose references that resemble the next buyer — not simply the largest or most famous school.</li><li>With Account Management, build advocacy, referral, community and customer-education programmes that make value visible.</li></ul>Turn customer outcomes into credible, traceable, authorised evidence: case studies, references, ROI and impact stories.Choose references that resemble the next buyer — not simply the largest or most famous school.With Account Management, build advocacy, referral, community and customer-education programmes that make value visible. 05 Content, Events &amp; Communications <ul><li>Build a content system that helps education leaders solve real problems — and earns Zeraki a reputation for expertise, not self-promotion.</li><li>Give every conference, school visit and roundtable a clear purpose, audience, follow-up and review.</li><li>Lead PR, corporate narrative, spokesperson preparation and crisis readiness — never overstating evidence or announcing ahead of delivery.</li></ul>Build a content system that helps education leaders solve real problems — and earns Zeraki a reputation for expertise, not self-promotion.Give every conference, school visit and roundtable a clear purpose, audience, follow-up and review.Lead PR, corporate narrative, spokesperson preparation and crisis readiness — never overstating evidence or announcing ahead of delivery. 06 Measurement, Budget &amp; AI <ul><li>With Data, Sales and Finance, build measurement tied to business outcomes: fit, qualified demand, sales progression, conversion, acquisition cost and customer value.</li><li>Own the marketing budget; allocate by priority, evidence and expected return — not by history or visibility.</li><li>Build an AI-enabled operating model that adds speed and range, with firm controls on accuracy, privacy, brand and unsupported claims.</li></ul>With Data, Sales and Finance, build measurement tied to business outcomes: fit, qualified demand, sales progression, conversion, acquisition cost and customer value.Own the marketing budget; allocate by priority, evidence and expected return — not by history or visibility.Build an AI-enabled operating model that adds speed and range, with firm controls on accuracy, privacy, brand and unsupported claims. 07 Build &amp; Lead the Team <ul><li>Design the marketing organisation Zeraki needs — the right mix of employees, AI workflows, agencies, freelancers and country contributors.</li><li>Hire, coach and hold the function to high standards: lean, commercially grounded, analytically strong and trusted across the company.</li></ul>Design the marketing organisation Zeraki needs — the right mix of employees, AI workflows, agencies, freelancers and country contributors.Hire, coach and hold the function to high standards: lean, commercially grounded, analytically strong and trusted across the company. What Success Looks Like First 90 days <ul><li>Time in schools, with buyers, Sales, Account Management and country teams</li><li>Audit of brand, content, digital, product marketing and demand activity</li><li>Principal audiences and buying actors mapped</li><li>Marketing priorities and operating cadence agreed</li><li>First company-level marketing strategy</li><li>Clear list of what to stop, build and automate</li></ul>Time in schools, with buyers, Sales, Account Management and country teamsAudit of brand, content, digital, product marketing and demand activityPrincipal audiences and buying actors mappedMarketing priorities and operating cadence agreedFirst company-level marketing strategyClear list of what to stop, build and automate First six months <ul><li>A clearer, more coherent company narrative</li><li>Evidence-based positioning and enablement for priority products</li><li>Customer proof collected systematically</li><li>One shared definition of qualified demand with Sales</li><li>At least one Customer Creation experiment designed and run</li><li>Reporting that separates attention from demand</li></ul>A clearer, more coherent company narrativeEvidence-based positioning and enablement for priority productsCustomer proof collected systematicallyOne shared definition of qualified demand with SalesAt least one Customer Creation experiment designed and runReporting that separates attention from demand First 12 months <ul><li>A differentiated, credible brand architecture</li><li>Positioning used consistently across every channel</li><li>A Customer Creation model producing demand that progresses through Sales</li><li>Measurable contribution to pipeline, cross-sell and advocacy</li><li>A lean, high-performing, AI-enabled team</li><li>Marketing trusted as a strategic function, not a service desk</li></ul>A differentiated, credible brand architecturePositioning used consistently across every channelA Customer Creation model producing demand that progresses through SalesMeasurable contribution to pipeline, cross-sell and advocacyA lean, high-performing, AI-enabled teamMarketing trusted as a strategic function, not a service desk What You Bring Experience <ul><li>8+ years of strong experience in marketing, product marketing, growth, brand, B2B demand generation or communications, including at least 3 years leading a marketing function or multi-disciplinary marketing team.</li><li>A track record of building — or materially improving — a marketing function, system or major programme.</li><li>Proven skill in positioning: translating complex product capability into clear customer value.</li><li>Close partnership with Sales and a demonstrable contribution to pipeline and commercial outcomes.</li><li>Experience designing multi-channel programmes and managing budgets, agencies, vendors or teams.</li><li>Comfort with funnels, cohorts, attribution, experiments and channel economics.</li><li>A bachelor’s degree or equivalent professional experience; an advanced degree may help but is not required.</li></ul>8+ years of strong experience in marketing, product marketing, growth, brand, B2B demand generation or communications, including at least 3 years leading a marketing function or multi-disciplinary marketing team.A track record of building — or materially improving — a marketing function, system or major programme.Proven skill in positioning: translating complex product capability into clear customer value.Close partnership with Sales and a demonstrable contribution to pipeline and commercial outcomes.Experience designing multi-channel programmes and managing budgets, agencies, vendors or teams.Comfort with funnels, cohorts, attribution, experiments and channel economics.A bachelor’s degree or equivalent professional experience; an advanced degree may help but is not required. Skills and Attributes <ul><li> A strategic marketer who can tell a market problem apart from a request for communications.</li><li> A product marketer who makes complex products clear without oversimplifying or overpromising.</li><li> A brand builder who knows brand is meaning, trust and expectation — not only visual identity.</li><li> Commercially accountable — you never hide behind awareness metrics where commercial evidence is needed.</li><li> An exceptional writer and storyteller who is equally credible in a principal’s office, a sales review and an executive meeting.</li><li> Evidence-disciplined — you can state what the data supports, and what it does not.</li><li> Field-oriented — you go to schools; markets cannot be understood through dashboards and agency decks alone.</li><li> AI-fluent — you use AI for real leverage and understand its risks: generic output, hallucination and privacy.</li><li> A function builder willing to define the work, do the work, and build a team that does it well.</li></ul> A strategic marketer who can tell a market problem apart from a request for communications. A product marketer who makes complex products clear without oversimplifying or overpromising. A brand builder who knows brand is meaning, trust and expectation — not only visual identity. Commercially accountable — you never hide behind awareness metrics where commercial evidence is needed. An exceptional writer and storyteller who is equally credible in a principal’s office, a sales review and an executive meeting. Evidence-disciplined — you can state what the data supports, and what it does not. Field-oriented — you go to schools; markets cannot be understood through dashboards and agency decks alone. AI-fluent — you use AI for real leverage and understand its risks: generic output, hallucination and privacy. A function builder willing to define the work, do the work, and build a team that does it well. Where you might be coming from You may be a Head of Marketing, Product Marketing Lead, B2B or Growth Marketing Lead, Brand and Demand Generation Lead, or a commercially strong generalist who has built marketing in a scaling company. Your title matters less than whether you can connect customer understanding, positioning, proof, demand, Sales and commercial outcomes. Exceptional candidates from less conventional routes are welcome. EXPERIENCE THAT WILL HELP B2B SaaS or enterprise tech · EdTech or education · Fintech, payments or insurance · Multi-product brand architecture · B2B2C or multi-sided models · Account-based marketing · Category creation · Partner marketing · Advocacy and reference programmes · PR and executive communications · Multi-country African markets · Marketing automation and CRM · Revenue attribution · Working directly with founders · Scale-up function building<h2>What We Offer</h2>● A chance to contribute to a mission-driven company that's making a real difference in education across Africa.● A collaborative, inclusive, and dynamic work environment where your input is valued.<h2>Our Culture</h2>At Zeraki, our culture defines how we work, how we make decisions, and how we succeed together. We are united by eight core values: Integrity, Love of Learning, Highest Standards, Deliver Results, Hire &amp; Develop the Best, Manage Through Trust, Empathy, and Have Backbone; Disagree &amp; Commit. We act with integrity, doing what is right and taking ownership of our actions. We have a love of learning, staying curious and continuously seeking to improve. We hold ourselves to the highest standards, continually raising the bar in the quality of our work, and we deliver results by taking ownership, acting with urgency, and following through on our commitments. We hire and develop the best, surrounding ourselves with exceptional people and creating opportunities for them to grow and excel. We manage through trust, giving people the context, freedom, responsibility, and accountability to do their best work. We lead with empathy, creating an environment where people are respected, supported, and able to thrive. And we have backbone, disagree and commit - we speak up when we disagree, challenge ideas respectfully, and once a decision is made, commit fully to making it successful. Together, these values create a culture of freedom and responsibility, high performance, continuous learning, and meaningful impact, empowering every Zerakian to Be Extraordinary. Copy

Head of Marketing

<h2>About the Role</h2>We are looking for a Product Design Lead to lead design across Zeraki's products. Reporting to the CEO and working day to day with the CPTO, Product Managers and Engineering, you will set the UX/UI direction across products, define and enforce interface quality standards, partner with product and tech leads to shape the product vision, and coordinate UX/UI alignment across every product team — while leading and growing the designers who deliver it. In Zeraki's Product Design Growth and Performance Management Framework, the Lead Designer is the designer who drives direction: visionary and persuasive, with a strong sense of responsibility for team outcomes. Leads set systems and standards, and coach others to execute with consistency and intent across teams. Moving from Senior to Lead is the step from craft leader to team enabler — your impact will come through cross-team influence, the standards you set and the designers you grow, while you still take on the problems that matter most.<h2>Requirements</h2> What You Will Do 01 Outcome Orientation · 25% of role Good looks like: every significant piece of design work has a clear user goal, a business outcome and evidence that it worked. <ul><li>Lead product direction from the user lens: define the purpose of every major feature and how success will be measured.</li><li>Shape product OKRs with design influence, working with the CPTO and Product Managers.</li><li>Mentor teams in outcome-first thinking, and close the loop after launch with feedback and metrics.</li></ul>Lead product direction from the user lens: define the purpose of every major feature and how success will be measured.Shape product OKRs with design influence, working with the CPTO and Product Managers.Mentor teams in outcome-first thinking, and close the loop after launch with feedback and metrics. 02 Leadership &amp; Strategy · 20% of role Good looks like: everyone knows the design vision, the standard and their next step. <ul><li>Shape the design vision across products, and set design standards and strategy company-wide.</li><li>Guide the design roadmap and team planning: staffing, priorities and capacity against the product roadmap.</li><li>Hire, coach and grow designers through one-on-ones, critiques and fair, evidence-based reviews under the framework.</li></ul>Shape the design vision across products, and set design standards and strategy company-wide.Guide the design roadmap and team planning: staffing, priorities and capacity against the product roadmap.Hire, coach and grow designers through one-on-ones, critiques and fair, evidence-based reviews under the framework. 03 Contextual Relevance · 15% of role Good looks like: Zeraki works beautifully on a shared phone in a rural school with a weak connection. <ul><li>Embed contextual principles into product strategy: mobile-first, low-bandwidth, offline-tolerant and low-literacy-friendly.</li><li>Scale localization practices across Kenya, Uganda, Tanzania and new markets.</li><li>Set the UX quality bar for African education environments, grounded in time spent in schools with real users.</li></ul>Embed contextual principles into product strategy: mobile-first, low-bandwidth, offline-tolerant and low-literacy-friendly.Scale localization practices across Kenya, Uganda, Tanzania and new markets.Set the UX quality bar for African education environments, grounded in time spent in schools with real users. 04 Usability &amp; Interaction Design · 10% of role Good looks like: users complete key tasks quickly and confidently, without help, in every product. <ul><li>Set UX patterns across products, and align teams on them for consistency and quality.</li><li>Mentor others on UX problem-solving, and make sure major launches are usability-tested before release.</li></ul>Set UX patterns across products, and align teams on them for consistency and quality.Mentor others on UX problem-solving, and make sure major launches are usability-tested before release. 05 Visual Craft &amp; Systems Thinking · 10% of role Good looks like: one recognisable, polished Zeraki, built from one system. <ul><li>Define the visual direction for product areas, and ensure consistent visual execution company-wide.</li><li>Partner with the design-systems team and front-end engineers to scale the visual language, components and tokens across web and mobile.</li></ul>Define the visual direction for product areas, and ensure consistent visual execution company-wide.Partner with the design-systems team and front-end engineers to scale the visual language, components and tokens across web and mobile. 06 Collaboration &amp; Delivery · 10% of role Good looks like: designs ship as designed, on time, with little rework. <ul><li>Define design delivery processes across product teams — briefing, reviews, handoff and design QA.</li><li>Ensure design QA and velocity at scale, and coach the team in reducing design–development friction.</li></ul>Define design delivery processes across product teams — briefing, reviews, handoff and design QA.Ensure design QA and velocity at scale, and coach the team in reducing design–development friction. 07 Collaboration &amp; Communication · 10% of role Good looks like: Product, Engineering, Support and Commercial teams understand and trust design decisions. <ul><li>Set communication standards for design work company-wide.</li><li>Drive cross-functional alignment and manage communication across multiple stakeholders, bringing the user's voice into product and company decisions.</li></ul>Set communication standards for design work company-wide.Drive cross-functional alignment and manage communication across multiple stakeholders, bringing the user's voice into product and company decisions. Ownership &amp; Execution carries no weight at Lead, because it is assumed: you oversee delivery across the design team, make sure systems and people are accountable, and manage through ambiguity and risk. What Success Looks Like First 90 days <ul><li>Time in schools with teachers, bursars, principals and parents, and with Support and Account Management</li><li>An audit of the experience across all five products: usability, visual consistency, contextual fit and accessibility</li><li>Design principles and the interface quality bar agreed with the CPTO and Product</li><li>Design critique, review and QA rituals running</li><li>Every designer assessed against the framework, with a development plan</li></ul>Time in schools with teachers, bursars, principals and parents, and with Support and Account ManagementAn audit of the experience across all five products: usability, visual consistency, contextual fit and accessibilityDesign principles and the interface quality bar agreed with the CPTO and ProductDesign critique, review and QA rituals runningEvery designer assessed against the framework, with a development plan First six months <ul><li>Every major feature shipped with a defined success measure, and launches usability-tested</li><li>A prioritised plan to unify UX patterns and visual language across products, with visible progress</li><li>Design shaping product OKRs in every product team</li><li>Measurable reduction in design–development rework</li><li>A fair, evidence-based review cycle completed using the framework</li></ul>Every major feature shipped with a defined success measure, and launches usability-testedA prioritised plan to unify UX patterns and visual language across products, with visible progressDesign shaping product OKRs in every product teamMeasurable reduction in design–development reworkA fair, evidence-based review cycle completed using the framework First 12 months <ul><li>Zeraki recognisably one experience across products</li><li>Design-led improvements with measurable effect on adoption, task success or support volume</li><li>Contextual and localization standards embedded in every product</li><li>A stronger team: key hires made, designers progressing up the ladder, at least one Senior ready to step up</li><li>Design trusted by the CEO, CPTO and Product as a driver of outcomes, not a service</li></ul>Zeraki recognisably one experience across productsDesign-led improvements with measurable effect on adoption, task success or support volumeContextual and localization standards embedded in every productA stronger team: key hires made, designers progressing up the ladder, at least one Senior ready to step upDesign trusted by the CEO, CPTO and Product as a driver of outcomes, not a service What You Bring Experience <ul><li>5–7 years in product design (UX/UI), including at least 2 years leading designers or a design practice.</li><li>A portfolio that shows end-to-end product work — from problem framing and research to shipped, measured outcomes — on complex, multi-user products.</li><li>Experience setting design standards, UX patterns and visual direction across more than one product or team.</li><li>Experience designing for constrained contexts: mobile-first, low-bandwidth, emerging markets or low-literacy users.</li><li>Strong working relationships with Product Managers and engineers, and comfort presenting to executives.</li><li>Fluency in Figma (components, variables, auto layout) and modern design tooling; working knowledge of front-end constraints.</li><li>A degree in design, HCI, computer science or a related field — or equivalent experience.</li></ul>5–7 years in product design (UX/UI), including at least 2 years leading designers or a design practice.A portfolio that shows end-to-end product work — from problem framing and research to shipped, measured outcomes — on complex, multi-user products.Experience setting design standards, UX patterns and visual direction across more than one product or team.Experience designing for constrained contexts: mobile-first, low-bandwidth, emerging markets or low-literacy users.Strong working relationships with Product Managers and engineers, and comfort presenting to executives.Fluency in Figma (components, variables, auto layout) and modern design tooling; working knowledge of front-end constraints.A degree in design, HCI, computer science or a related field — or equivalent experience. What we are looking for <ul><li> Visionary and persuasive — you set a direction and bring people with you.</li><li> Accountable for team outcomes — you care as much about what the team ships as about your own work.</li><li> Outcome-driven — you measure design by what users achieve and what the business gains.</li><li> Context-aware — you design for the real conditions of African schools, not for the office.</li><li> A systems thinker — you see patterns across products and build things that scale.</li><li> A coach — designers get better because they work with you.</li><li> AI-fluent and values-led — you use AI to move faster, with human judgment on top.</li></ul> Visionary and persuasive — you set a direction and bring people with you. Accountable for team outcomes — you care as much about what the team ships as about your own work. Outcome-driven — you measure design by what users achieve and what the business gains. Context-aware — you design for the real conditions of African schools, not for the office. A systems thinker — you see patterns across products and build things that scale. A coach — designers get better because they work with you. AI-fluent and values-led — you use AI to move faster, with human judgment on top. Where you might be coming from You may be a Lead Product Designer, Design Lead, Design Manager or Senior Product Designer who already leads other designers — in SaaS, fintech, EdTech or a consumer platform, ideally one serving African or emerging markets. Your title matter s less than your portfolio and the designers you have grown.<h2>What We Offer</h2>● A chance to contribute to a mission-driven company that's making a real difference in education across Africa.● A collaborative, inclusive, and dynamic work environment where your input is valued.<h2>Our Culture</h2>At Zeraki, our culture defines how we work, how we make decisions, and how we succeed together. We are united by eight core values: Integrity, Love of Learning, Highest Standards, Deliver Results, Hire &amp; Develop the Best, Manage Through Trust, Empathy, and Have Backbone; Disagree &amp; Commit. We act with integrity, doing what is right and taking ownership of our actions. We have a love of learning, staying curious and continuously seeking to improve. We hold ourselves to the highest standards, continually raising the bar in the quality of our work, and we deliver results by taking ownership, acting with urgency, and following through on our commitments. We hire and develop the best, surrounding ourselves with exceptional people and creating opportunities for them to grow and excel. We manage through trust, giving people the context, freedom, responsibility, and accountability to do their best work. We lead with empathy, creating an environment where people are respected, supported, and able to thrive. And we have backbone, disagree and commit - we speak up when we disagree, challenge ideas respectfully, and once a decision is made, commit fully to making it successful. Together, these values create a culture of freedom and responsibility, high performance, continuous learning, and meaningful impact, empowering every Zerakian to Be Extraordinary.

Product Design Lead

Head of Legal, Risk, Compliance & Governance

<h2>About the Role</h2>Role Overview:As Chief of Staff and Head of Operations (hereafter referred to as CoS), you will be a critical member of Zeraki’s executive team, overseeing day-to-day operations and driving scalability as we expand across Africa and beyond. You will partner closely with the CEO to translate strategy into operational excellence, ensuring Zeraki’s vision is achieved while maintaining a culture of innovation, integrity, and impact.This role combines strategic foresight with operational discipline—empowering the CEO to focus on growth while ensuring Zeraki’s operations run with precision, speed, and accountability. It also evolves with Zeraki’s scale—serving as a pre-COO leadership position that will mature into full operational stewardship as the company’s footprint grows. The CoS ensures Zeraki operates as a unified organism—where information flows seamlessly, decisions are transparent, and every part of the organization acts in concert. Scope &amp; Authority:- Reports directly to the CEO.- Authority to lead operational audits, approve workflow changes, and enforce SLA standards across departments.- Works closely with Department leads to align strategy and execution.<h2>Requirements</h2><h2>Key Responsibilities</h2> 1. Strategic Leadership <ul><li>Translate strategic initiatives into actionable operational plans, optimizing processes and systems to support scalability.</li><li>Champion data-driven decision-making by developing and tracking key operational metrics.</li><li>Ensure alignment between team structures, KPIs, and Zeraki’s strategic priorities. </li></ul>Translate strategic initiatives into actionable operational plans, optimizing processes and systems to support scalability.Champion data-driven decision-making by developing and tracking key operational metrics.Ensure alignment between team structures, KPIs, and Zeraki’s strategic priorities. 2. Operational Governance &amp; Audit <ul><li>Lead periodic operational audits across departments to identify inefficiencies, compliance gaps, and process risks.</li><li>Approve and standardize workflow/process changes, ensuring adherence to company-wide SLA standards.</li><li>Establish clear accountability frameworks and escalation protocols for operational issues. </li></ul>Lead periodic operational audits across departments to identify inefficiencies, compliance gaps, and process risks.Approve and standardize workflow/process changes, ensuring adherence to company-wide SLA standards.Establish clear accountability frameworks and escalation protocols for operational issues. 3. Process, Workflow &amp; Systems Optimization <ul><li>Map and standardize key workflows across BD, CX, Finance, and Product to enhance efficiency and scalability.</li><li>Implement process automation for core workflows such as invoicing, disbursements, and client onboarding.</li><li>Lead adoption of enterprise-grade tools and automation systems (e.g. ERP, workflow, or analytics platforms) to enhance efficiency, visibility, and scalability across the organization.</li><li>Develop an operational playbook to guide process execution and knowledge transfer across functions. </li></ul>Map and standardize key workflows across BD, CX, Finance, and Product to enhance efficiency and scalability.Implement process automation for core workflows such as invoicing, disbursements, and client onboarding.Lead adoption of enterprise-grade tools and automation systems (e.g. ERP, workflow, or analytics platforms) to enhance efficiency, visibility, and scalability across the organization.Develop an operational playbook to guide process execution and knowledge transfer across functions. 4. Operational Planning &amp; Execution <ul><li>Coordinate resources for cross-functional strategic initiatives, ensuring clear ownership and timely delivery.</li><li>Drive operational readiness for product rollouts and market expansion.</li><li>Establish and monitor company-wide execution rhythms, reviews, and milestone reporting. </li></ul>Coordinate resources for cross-functional strategic initiatives, ensuring clear ownership and timely delivery.Drive operational readiness for product rollouts and market expansion.Establish and monitor company-wide execution rhythms, reviews, and milestone reporting. 5. Performance Monitoring &amp; Analytics <ul><li>Develop and maintain real-time operational dashboards to track KPIs, SLA compliance, and risk metrics.</li><li>Translate performance data into actionable operational insights and continuous improvement initiatives.</li><li>Promote transparency and accountability through regular reporting and performance reviews. </li></ul>Develop and maintain real-time operational dashboards to track KPIs, SLA compliance, and risk metrics.Translate performance data into actionable operational insights and continuous improvement initiatives.Promote transparency and accountability through regular reporting and performance reviews. 6. Operational Risk &amp; Compliance <ul><li>Establish operational risk and compliance frameworks, including business continuity planning, legal/regulatory adherence, and data governance in operational systems.</li><li>Collaborate with Legal, Finance, and HR to ensure policies and contracts meet compliance standards.</li><li> </li></ul>Establish operational risk and compliance frameworks, including business continuity planning, legal/regulatory adherence, and data governance in operational systems.Collaborate with Legal, Finance, and HR to ensure policies and contracts meet compliance standards. 7. Cross-Functional Leadership &amp; Change Management <ul><li>Serve as the primary bridge between departments, resolving bottlenecks and ensuring alignment between strategy and day-to-day execution.</li><li>Drive change management for new operational systems and policies, communicating benefits and ensuring adoption.</li><li>Promote a culture of continuous improvement across all teams.</li><li>Mentor and coach department heads to enhance strategic and operational leadership capabilities. </li></ul>Serve as the primary bridge between departments, resolving bottlenecks and ensuring alignment between strategy and day-to-day execution.Drive change management for new operational systems and policies, communicating benefits and ensuring adoption.Promote a culture of continuous improvement across all teams.Mentor and coach department heads to enhance strategic and operational leadership capabilities. 8. Organizational Intelligence &amp; Decision Flow <ul><li>Champion information flow and transparency across the company, ensuring decisions, insights, and updates move fluidly between teams, functions, and leadership levels.</li><li>Oversee Zeraki’s Meetings and Decisions Framework, maintaining company-wide visibility into recurring meetings, decisions, and escalations through standardized tools (e.g., SharePoint Meeting Hub, Decision Register, and Teams channels).</li><li>Institutionalize decision-making discipline by ensuring all meetings follow structured agenda, documentation, and follow-up practices; decisions are recorded with rationale and ownership; and unresolved issues escalate cleanly to higher forums.</li><li>Foster alignment and context continuity—ensuring that teams operate with shared situational awareness and that leadership decisions are informed by complete organizational context.</li><li>Curate a single source of truth for decisions, enabling every team member to find “what was decided, when, and why” without dependence on informal channels.</li><li>Promote a culture of inclusive participation and clarity, where meeting visibility, agenda contribution, and post-meeting digest communication are standard practice across Zeraki. </li></ul>Champion information flow and transparency across the company, ensuring decisions, insights, and updates move fluidly between teams, functions, and leadership levels.Oversee Zeraki’s Meetings and Decisions Framework, maintaining company-wide visibility into recurring meetings, decisions, and escalations through standardized tools (e.g., SharePoint Meeting Hub, Decision Register, and Teams channels).Institutionalize decision-making discipline by ensuring all meetings follow structured agenda, documentation, and follow-up practices; decisions are recorded with rationale and ownership; and unresolved issues escalate cleanly to higher forums.Foster alignment and context continuity—ensuring that teams operate with shared situational awareness and that leadership decisions are informed by complete organizational context.Curate a single source of truth for decisions, enabling every team member to find “what was decided, when, and why” without dependence on informal channels.Promote a culture of inclusive participation and clarity, where meeting visibility, agenda contribution, and post-meeting digest communication are standard practice across Zeraki. 90-Day Plan <ul><li>Complete a comprehensive operational audit across key departments to identify bottlenecks and inefficiencies.</li><li>Implement process mapping and standardization to reduce cross-departmental friction.</li><li>Automate invoicing and follow-up workflows to enhance cash flow predictability.</li><li>Improve SLA compliance and reduce SLA breaches by 30% on high-priority issues.</li><li>Establish a materials and disbursement management process to ensure BD teams have timely access to tools and resources.</li></ul>Complete a comprehensive operational audit across key departments to identify bottlenecks and inefficiencies.Implement process mapping and standardization to reduce cross-departmental friction.Automate invoicing and follow-up workflows to enhance cash flow predictability.Improve SLA compliance and reduce SLA breaches by 30% on high-priority issues.Establish a materials and disbursement management process to ensure BD teams have timely access to tools and resources.<h2>What We’re Looking For</h2> Experience &amp; Skills <ul><li>8+ years of progressive experience in operations, strategy, consulting, business management, Chief of Staff, transformation or a closely related field, ideally in EdTech, SaaS, or other high-growth sectors.</li><li>A strong background in Business, Economics, Engineering, Operations, Finance, Strategy or another analytically demanding discipline</li><li>Experience operating across multiple business functions, rather than within a single functional silo.</li><li>A demonstrated track record of building or significantly improving operating systems, processes, performance-management mechanisms or organizational rhythms.</li><li>Experience working directly with senior executives or executive teams on strategic priorities, business performance and organizational execution.</li><li>Strong analytical mindset with proficiency in data visualization and KPI tracking tools.</li><li>Experience in a high-growth, technology, startup, scale-up or complex operating environment is strongly preferred.</li><li>Experience with process automation, enterprise systems, AI-enabled workflows or digital transformation.</li></ul>8+ years of progressive experience in operations, strategy, consulting, business management, Chief of Staff, transformation or a closely related field, ideally in EdTech, SaaS, or other high-growth sectors.A strong background in Business, Economics, Engineering, Operations, Finance, Strategy or another analytically demanding disciplineExperience operating across multiple business functions, rather than within a single functional silo.A demonstrated track record of building or significantly improving operating systems, processes, performance-management mechanisms or organizational rhythms.Experience working directly with senior executives or executive teams on strategic priorities, business performance and organizational execution.Strong analytical mindset with proficiency in data visualization and KPI tracking tools.Experience in a high-growth, technology, startup, scale-up or complex operating environment is strongly preferred.Experience with process automation, enterprise systems, AI-enabled workflows or digital transformation. Leadership Style <ul><li>Hands-on yet strategic—able to zoom into operational details without losing sight of long-term goals.</li><li>Adept at building systems and frameworks that balance innovation with operational rigor.</li></ul>Hands-on yet strategic—able to zoom into operational details without losing sight of long-term goals.Adept at building systems and frameworks that balance innovation with operational rigor. Values Alignment <ul><li>Passionate about education and committed to Zeraki’s mission to transform learning across Africa.</li></ul>Passionate about education and committed to Zeraki’s mission to transform learning across Africa. Educational Background <ul><li>Bachelor’s degree required; advanced degree (MBA or equivalent) preferred.</li></ul>Bachelor’s degree required; advanced degree (MBA or equivalent) preferred.<h2>What We Offer</h2>● A chance to contribute to a mission-driven company that's making a real difference in education across Africa.● A collaborative, inclusive, and dynamic work environment where your input is valued.<h2>Our Culture</h2>At Zeraki, our culture defines how we work, how we make decisions, and how we succeed together. We are united by eight core values: Integrity, Love of Learning, Highest Standards, Deliver Results, Hire &amp; Develop the Best, Manage Through Trust, Empathy, and Have Backbone; Disagree &amp; Commit. We act with integrity, doing what is right and taking ownership of our actions. We have a love of learning, staying curious and continuously seeking to improve. We hold ourselves to the highest standards, continually raising the bar in the quality of our work, and we deliver results by taking ownership, acting with urgency, and following through on our commitments. We hire and develop the best, surrounding ourselves with exceptional people and creating opportunities for them to grow and excel. We manage through trust, giving people the context, freedom, responsibility, and accountability to do their best work. We lead with empathy, creating an environment where people are respected, supported, and able to thrive. And we have backbone, disagree and commit - we speak up when we disagree, challenge ideas respectfully, and once a decision is made, commit fully to making it successful. Together, these values create a culture of freedom and responsibility, high performance, continuous learning, and meaningful impact, empowering every Zerakian to Be Extraordinary. Copy

Chief of Staff

<h2>About the Role</h2>The Head of Impact will lead Zeraki’s effort to turn its scale into a force for educational transformation.This is a senior leadership role at the intersection of strategy, Product, education, research and evidence, data, philanthropy, development finance, government, partnerships and system transformation.The role will ensure that impact is deliberately designed into Zeraki’s core business, that the knowledge and evidence generated through Zeraki’s reach are converted into public goods, and that governments, funders, researchers and other partners are mobilised around education challenges that no single organisation can solve alone.The Head of Impact will own the architecture that makes Zeraki’s impact intentional, measurable, cumulative and larger than what the commercial business could produce on its own.<h2>Requirements</h2> The Mandate Make Zeraki’s impact intentional in the business, expansive through public goods, and transformational through collective action.The Head of Impact will help Zeraki:<ul><li>Embed impact into Product and business strategy.</li><li>Build rigorous evidence of what Zeraki’s products and programmes actually change.</li><li>Convert Zeraki’s knowledge, data and learning into public goods.</li><li>Identify and lead transformational education missions.</li><li>Build coalitions across governments, funders, researchers, companies and other institutions.</li><li>Mobilise catalytic and impact capital around legitimate public-value opportunities.</li><li>Shape responsible impact across financial services, data and AI.</li><li>Translate evidence into product, strategic, policy and ecosystem influence.</li><li>Build a lean, high-performing Impact function.</li></ul>Embed impact into Product and business strategy.Build rigorous evidence of what Zeraki’s products and programmes actually change.Convert Zeraki’s knowledge, data and learning into public goods.Identify and lead transformational education missions.Build coalitions across governments, funders, researchers, companies and other institutions.Mobilise catalytic and impact capital around legitimate public-value opportunities.Shape responsible impact across financial services, data and AI.Translate evidence into product, strategic, policy and ecosystem influence.Build a lean, high-performing Impact function. Key Responsibilities 1. Embed Impact Into Zeraki’s Strategy and ProductsWork with leadership, Product, Data, Technology, Commercial and other teams to embed explicit impact hypotheses into major products and strategic initiatives, ensuring impact is designed from the beginning rather than measured retrospectively.2. Build Zeraki’s Evidence BaseDevelop the systems, measurement frameworks, research partnerships and evaluations required to understand what Zeraki’s products and programmes actually change, moving from reach and usage toward behavioural change, outcomes and system-level impact.3. Create and Steward Public GoodsIdentify where Zeraki’s data, reach, knowledge and infrastructure can create value beyond the company, and develop research, benchmarks, frameworks, tools and other public goods that help the wider education ecosystem learn and act more effectively.4. Lead Transformational MissionsIdentify and lead a small number of high-impact education missions where Zeraki can materially increase the capacity of African education systems. Define the problem, intervention, coalition, funding model, evidence requirements and path to scale.5. Build and Lead Transformational CoalitionsBuild and manage partnerships across governments, foundations, development-finance institutions, multilaterals, researchers, education organisations, financial institutions, technology companies and civil society to move from shared problems to coordinated action and measurable results.6. Mobilise Catalytic and Impact CapitalDevelop a deliberate capital strategy around public value, identifying and securing appropriate grant, catalytic and blended capital while ensuring funding supports Zeraki’s strategy rather than driving it.7. Make Zeraki Learning a Flagship Impact-Commercial Learning LaboratoryWork with Product, Customer Development, Data and external partners to generate rigorous evidence and learning around digital education, including learner needs, adoption, affordability, engagement, learning outcomes and sustainable commercial models.8. Shape Responsible Impact in Financial Services, Data and AIWork across Product, Legal, Risk, Compliance, Finance, Data and Technology to ensure that financial services, data and AI initiatives consider customer welfare, affordability, inclusion, consent, fairness, explainability and other potential unintended consequences.9. Translate Evidence Into InfluenceTurn credible evidence into research, impact reports, policy briefs, Board and investor materials, funder reporting, case studies, government engagement and ecosystem learning that influence decisions, improve products and strengthen the education ecosystem.10. Build the Impact FunctionBuild a lean, high-performing Impact function using the right combination of internal capability, research partnerships, specialist consultants, universities, programme partners and external evaluators. What Success Looks Like In Your First 90 Days You will:<ul><li>Develop a deep understanding of Zeraki’s products, customers, strategy and Theory of Change.</li><li>Map existing evidence, research, impact hypotheses and evidence gaps.</li><li>Understand current and prospective funder and research relationships.</li><li>Establish strong relationships across Product, Data, Finance, Commercial and Legal/Risk/Compliance.</li><li>Develop an initial enterprise Impact Measurement Framework.</li><li>Identify Zeraki’s most important unanswered impact questions.</li><li>Develop an initial public-good opportunity map.</li></ul>Develop a deep understanding of Zeraki’s products, customers, strategy and Theory of Change.Map existing evidence, research, impact hypotheses and evidence gaps.Understand current and prospective funder and research relationships.Establish strong relationships across Product, Data, Finance, Commercial and Legal/Risk/Compliance.Develop an initial enterprise Impact Measurement Framework.Identify Zeraki’s most important unanswered impact questions.Develop an initial public-good opportunity map.The outcome: Leadership has a shared understanding of what Zeraki currently knows, what it believes but has not yet proven, what it needs to learn, and where impact investment should focus. In Your First 6 Months You will have: <ul><li>Embedded impact hypotheses into priority Product and discovery work.</li><li>Established indicators for the key resources Zeraki seeks to make more productive.</li><li>Launched at least one significant research or evaluation programme.</li><li>Built a stronger external research network.</li><li>Developed a structured public-good portfolio.</li><li>Created an impact-capital pipeline.</li><li>Developed fundable programmes around legitimate public-value opportunities.</li><li>Established an impact reporting rhythm for leadership and the Board.</li><li>Developed initial transformational missions.</li><li>Established clear grant-governance principles and processes.</li></ul>Embedded impact hypotheses into priority Product and discovery work.Established indicators for the key resources Zeraki seeks to make more productive.Launched at least one significant research or evaluation programme.Built a stronger external research network.Developed a structured public-good portfolio.Created an impact-capital pipeline.Developed fundable programmes around legitimate public-value opportunities.Established an impact reporting rhythm for leadership and the Board.Developed initial transformational missions.Established clear grant-governance principles and processes. In Your First 12 Months We expect to see: <ul><li>Stronger evidence behind Zeraki’s core impact mechanisms.</li><li>Progress from reach metrics toward productivity, behavioural and outcome indicators.</li><li>Major research or evaluation programmes underway.</li><li>Meaningful catalytic or grant capital mobilised.</li><li>At least one substantial public-good programme producing useful ecosystem knowledge.</li><li>One or two transformational missions developed sufficiently to attract credible coalition partners.</li><li>Impact metrics increasingly embedded into Product and strategic decisions.</li><li>A responsible-impact architecture for financial services, data and AI.</li><li>An annual Zeraki Impact Report clearly distinguishing evidence, hypotheses and ambition.</li><li>A credible multi-year impact roadmap.</li></ul>Stronger evidence behind Zeraki’s core impact mechanisms.Progress from reach metrics toward productivity, behavioural and outcome indicators.Major research or evaluation programmes underway.Meaningful catalytic or grant capital mobilised.At least one substantial public-good programme producing useful ecosystem knowledge.One or two transformational missions developed sufficiently to attract credible coalition partners.Impact metrics increasingly embedded into Product and strategic decisions.A responsible-impact architecture for financial services, data and AI.An annual Zeraki Impact Report clearly distinguishing evidence, hypotheses and ambition.A credible multi-year impact roadmap. Who We’re Looking For We are looking for someone who can combine intellectual rigour, commercial understanding, mission orientation, programme execution and exceptional stakeholder leadership.This is not simply a Monitoring &amp; Evaluation, grant-writing, policy, research or CSR role. The strongest candidate will be able to move between business strategy, Product, evidence, education systems, capital and institutional change.You should be:<ul><li>Strategically strong and comfortable connecting business, Product, impact and systems thinking.</li><li>Rigorous about evidence and able to distinguish reach, activity, behavioural change, outcomes and system change.</li><li>Research-literate and comfortable evaluating methodologies, experiments and evidence quality.</li><li>Strong at programme architecture and turning complex problems into executable interventions.</li><li>Exceptional at building coalitions and influencing institutions with different incentives.</li><li>Commercially literate and able to distinguish what should be commercially funded from what legitimately requires catalytic capital.</li><li>An excellent communicator who can engage executives, Boards, governments, funders, researchers and external partners.</li><li>A strong cross-functional leader who can build capability and influence without relying on formal authority.</li></ul>Strategically strong and comfortable connecting business, Product, impact and systems thinking.Rigorous about evidence and able to distinguish reach, activity, behavioural change, outcomes and system change.Research-literate and comfortable evaluating methodologies, experiments and evidence quality.Strong at programme architecture and turning complex problems into executable interventions.Exceptional at building coalitions and influencing institutions with different incentives.Commercially literate and able to distinguish what should be commercially funded from what legitimately requires catalytic capital.An excellent communicator who can engage executives, Boards, governments, funders, researchers and external partners.A strong cross-functional leader who can build capability and influence without relying on formal authority.<h2>What We Offer</h2>● A chance to contribute to a mission-driven company that's making a real difference in education across Africa.● A collaborative, inclusive, and dynamic work environment where your input is valued.<h2>Our Culture</h2>At Zeraki, our culture defines how we work, how we make decisions, and how we succeed together. We are united by eight core values: Integrity, Love of Learning, Highest Standards, Deliver Results, Hire &amp; Develop the Best, Manage Through Trust, Empathy, and Have Backbone; Disagree &amp; Commit. We act with integrity, doing what is right and taking ownership of our actions. We have a love of learning, staying curious and continuously seeking to improve. We hold ourselves to the highest standards, continually raising the bar in the quality of our work, and we deliver results by taking ownership, acting with urgency, and following through on our commitments. We hire and develop the best, surrounding ourselves with exceptional people and creating opportunities for them to grow and excel. We manage through trust, giving people the context, freedom, responsibility, and accountability to do their best work. We lead with empathy, creating an environment where people are respected, supported, and able to thrive. And we have backbone, disagree and commit - we speak up when we disagree, challenge ideas respectfully, and once a decision is made, commit fully to making it successful. Together, these values create a culture of freedom and responsibility, high performance, continuous learning, and meaningful impact, empowering every Zerakian to Be Extraordinary.

<h2>About the Role</h2>The Marketing Lead is a senior functional leadership role responsible for building the Marketing system through which Zeraki is understood, trusted, chosen and recommended by the customers and partners required for its next phase of growth.The role goes beyond traditional communications, social media or campaign management. It sits at the intersection of customer insight, Product, Sales, brand, positioning, Customer Creation, demand generation, data and commercial performance.The Marketing Lead will shape how Zeraki is positioned as the company evolves from a collection of successful education technology products toward a more connected education infrastructure platform. This includes defining company and Product positioning, building Product Marketing and GTM capabilities, creating credible customer proof, generating qualified demand, strengthening customer advocacy and establishing a coherent brand across products, audiences and markets.The role also serves as the Customer Creation Lead for material Customer Development initiatives, working closely with Product, Sales, Data and the Growth Product Manager to translate customer and market understanding into positioning, proof, demand-generation strategies and measurable commercial outcomes.A key part of the mandate is to build the Marketing function itself—establishing the right operating model, team, capabilities, systems, measurement and budget discipline. The Marketing Lead will also build an AI-enabled Marketing function that increases the speed, quality, analytical depth and leverage of a lean team while maintaining strong standards for accuracy, trust, privacy and brand integrity.Ultimately, the role is accountable for moving Marketing beyond activity and visibility toward clear market understanding, qualified demand, Sales progression, customer value and long-term brand credibility.<h2>Requirements</h2> Key Responsibilities 1. Build Zeraki’s Marketing Strategy and Operating System Develop and lead a company-wide Marketing strategy aligned with Zeraki’s corporate strategy, Product portfolio, customer segments, revenue priorities, country plans and growth initiatives. Establish clear priorities, operating rhythms, resource allocation and performance reporting. 2. Own Zeraki’s Brand Strategy and Company Positioning Define and strengthen how Zeraki is understood across customers, partners, markets and countries. Build a coherent brand architecture, company narrative, messaging and proof of credibility across all customer touchpoints. 3. Lead Product Marketing Build the Product Marketing discipline connecting customer insight, Product strategy, positioning, Sales, launches, adoption and market performance. Own Product messaging, narratives, launch plans, Sales enablement and market-facing materials. 4. Serve as Customer Creation Lead Lead Customer Creation for material Customer Development initiatives by defining target audiences, positioning, proof, demand-generation mechanisms and qualified demand, and connecting Marketing activity to the validated Sales roadmap. 5. Determine Market Type and its Marketing Implications Assess whether Zeraki is operating in an existing market, new market, low-cost resegmentation or niche resegmentation, and adapt positioning, messaging, channels, proof and investment accordingly. 6. Build Positioning that Produces Understanding and Movement Develop evidence-based positioning that clearly communicates the target audience, customer problem, value, alternatives, differentiation, proof and reason to act — and test whether it drives meaningful customer movement. 7. Build Zeraki’s Customer Proof and Reference System Turn customer outcomes into credible market evidence through case studies, testimonials, references, demonstrations, ROI or impact evidence, partner endorsements and other proof relevant to the buying decision. 8. Lead Demand Generation Design and execute demand-generation strategies across relevant channels, including digital, field Marketing, events, content, referrals, communities, partnerships, PR and targeted programmes. Ensure activity is focused on qualified demand and measurable commercial outcomes. 9. Connect Marketing to Sales Build a strong Marketing–Sales partnership around target customers, qualification, buying triggers, handoffs, feedback, attribution and shared performance measures. Ensure generated opportunities are connected to the Sales roadmap and commercial outcomes. 10. Develop Customer, Community and Advocacy Marketing Build systems that turn customer relationships into insight, trust, proof, referrals, advocacy and relevant cross-sell opportunities through customer education, communities, events, references and structured feedback loops. 11. Lead Content, Thought Leadership and Category Education Build a content system that helps customers understand important problems, strengthens Zeraki’s expertise, supports Sales and customers, addresses objections and generates qualified demand across relevant formats and channels. 12. Lead Events, Field Marketing and Market Engagement Design and lead conferences, school visits, customer workshops, partner events, roundtables, Product demonstrations and executive engagements with clear objectives, audiences, follow-up and measures of success. 13. Manage Communications and Public Relations Lead corporate communications, media relations, announcements, executive communications, public-facing narratives and crisis-readiness while ensuring communications are accurate, evidence-grounded, strategically useful and compliant. 14. Build Marketing Analytics and Commercial Accountability Establish Marketing measurement connected to business outcomes, including qualified demand, Sales progression, conversion, acquisition cost, customer value and channel economics. Build reliable reporting, attribution and performance analysis with Data, Sales and Finance. 15. Own Marketing Budget and Resource Allocation Develop and manage the Marketing budget, allocating resources across brand, Product Marketing, Customer Creation, content, digital, events, advocacy, communications, agencies, tools and team development. Ensure investment decisions are disciplined and evidence-based. 16. Build an AI-Enabled Marketing Function Build an AI-enabled Marketing operating model that improves research, content, segmentation, personalization, automation, Sales enablement, analytics, experimentation and reporting while maintaining quality, accuracy, confidentiality, brand integrity and responsible human oversight. 17. Build and Lead the Marketing Team Design and build a lean, high-performing Marketing function using the right mix of internal talent, AI-enabled workflows, agencies, freelancers and specialist partners. Hire, develop and manage the team while establishing clear standards, accountability and ways of working. Required qualifications • Typically 7–10 years of strong professional experience in Marketing, Product Marketing, Growth Marketing, brand, B2B demand generation, communications or a related discipline. • Demonstrated experience building or materially improving a Marketing function, system or major programme. • Strong experience developing positioning and translating Product capability into customer value. • Experience working closely with Sales and contributing to pipeline or commercial outcomes. • Demonstrated ability to design and execute multi-channel Marketing programmes. • Experience managing budgets, agencies, vendors or internal teams. • Strong analytical ability and comfort using Marketing and Sales performance data. • Excellent written and verbal communication. • Demonstrated ability to work across functions and influence senior stakeholders. • Willingness to spend meaningful time with customers and frontline teams. Exceptional candidates may come from a less conventional route where they demonstrate unusual strength across customer insight, Product Marketing, narrative, commercial execution and function building. Helpful experience • B2B SaaS or enterprise technology • EdTech or education-sector Marketing • Fintech, payments, insurance or financial services • Multi-product or platform brand architecture • B2B2C or multi-sided business models • Product Marketing for complex organizational buying decisions • Account-based Marketing • Category creation or new-market education • Partner Marketing • Customer advocacy and reference programmes • Public relations and executive communications • Multi-country African markets • Marketing automation and CRM • Revenue attribution and Marketing operations • Working directly with founders or executive teams • Building a function in a high-growth startup or scale-up Educational background A bachelor’s degree or equivalent professional experience in a relevant discipline is expected.Relevant fields may include: • Marketing; • business; • communications; • economics; • design; • technology; • social science; • or another analytically and creatively demanding discipline.An advanced degree may be useful but is not required. Demonstrated judgment, craft, learning and execution matter more than credentials alone. What this role is not It is not a social-media manager role Social media may be one channel, but it is not the centre of the function. It is not a communications service desk The role does not exist merely to respond to requests for posters, designs, events, press releases, brochures, presentations or announcements. It is not only a brand role Brand matters deeply, but the role must connect brand and positioning to qualified demand, Sales, Product adoption and customer value. It is not only a performance-Marketing role Digital acquisition and conversion may matter, but much of Zeraki’s growth depends on complex buying systems, field relationships, account-led expansion, partners, trust and category education. It is not the Customer Development Lead The Growth Product Manager retains end-to-end integration of the customer, Product, buying, Sales and business-model evidence. You own Marketing and Customer Creation craft. It is not the Head of Sales Sales retains responsibility for sellers, territory execution, pipeline management, forecasting, negotiation, closure and revenue performance. You create and shape demand, equip Sales and learn from commercial outcomes. It is not the Product Manager Product Managers retain authority over Product problems, outcomes, scope, priorities and Product decisions. You own how the resulting proposition is understood and brought to market. It is not a vanity-metrics role Attention may be useful, but the role must ultimately help Zeraki become understood, trusted, selected, purchased, adopted and recommended.<h2>What We Offer</h2>● A chance to contribute to a mission-driven company that's making a real difference in education across Africa.● A collaborative, inclusive, and dynamic work environment where your input is valued.<h2>Our Culture</h2>At Zeraki, our culture defines how we work, how we make decisions, and how we succeed together. We are united by eight core values: Integrity, Love of Learning, Highest Standards, Deliver Results, Hire &amp; Develop the Best, Manage Through Trust, Empathy, and Have Backbone; Disagree &amp; Commit. We act with integrity, doing what is right and taking ownership of our actions. We have a love of learning, staying curious and continuously seeking to improve. We hold ourselves to the highest standards, continually raising the bar in the quality of our work, and we deliver results by taking ownership, acting with urgency, and following through on our commitments. We hire and develop the best, surrounding ourselves with exceptional people and creating opportunities for them to grow and excel. We manage through trust, giving people the context, freedom, responsibility, and accountability to do their best work. We lead with empathy, creating an environment where people are respected, supported, and able to thrive. And we have backbone, disagree and commit - we speak up when we disagree, challenge ideas respectfully, and once a decision is made, commit fully to making it successful. Together, these values create a culture of freedom and responsibility, high performance, continuous learning, and meaningful impact, empowering every Zerakian to Be Extraordinary. Copy

Zeraki

Senior Growth Product Manager

Zeraki

Head Of Account Management

Zeraki

Head Of Impact

Zeraki

Head Of Marketing

Zeraki

Product Design Lead

Zeraki

Head Of Legal, Risk, Compliance & Governance

Zeraki

Chief Of Staff

Zeraki

Head Of Impact

Zeraki

Senior Marketing Lead

Zeraki