Regional Manager

ROLE PROFILE

General (org chart attached)

Job Title:Regional Manager

Function:Regions

Reports To (operationally – solid line):Managing Director

Reports to (functionally – dotted line):N/A

Job Purpose (state in 1-2 sentences the overall objective of the role)

As a member of the AVS Leadership Team, actively collaborate across the business to develop strategies, lead initiatives, and contribute to the overall success of the business.

Responsible for providing strategic and operational regional leadership and direction to promote, sell and distribute a range of products and services, and driving improvements to support the business short- and long-term goals. Targets include (but not limited to) safety, sales volume, gross margin, gross profit, operating income, forecasts, expense management, capital management, inventory management, client engagement, market share improvements, employee engagement and performance & talent management.

Major Accountabilities (describe the 5-7 main results of the role to be achieved)

1. Safety-First

Safety is an important aspect of AGnVET leadership and requires a combination of both transactional and transformational leadership skills:

• Compliance-based Safety Leadership – set standards, and monitor and provide feedback on employee safety performance; and
• Transformational Safety Leadership – create and inspire a team towards our safety vision of Safety First, All Day Every Day, actively care, ‘think differently’ and collaborate to resolve safety issues and role model effective safety behaviours.

Key contributor and champion of the annual business safety initiatives.

1. People & Team Leadership

Develop and lead a skilled high performing team that builds successful partnerships with internal and external stakeholders, whilst fostering a culture of accountability, collaboration, and continuous improvement.

Drive recruitment, onboarding, ongoing coaching and performance feedback, engagement/motivation, succession planning, professional development and leave management.

Build an effective organizational structure, systems, and competencies.

Manage people and resources optimally within budget.

1. Strategic Plan - Regional

Develop and implement the regional strategy and initiatives/actionsand ensure alignment with the overall business strategy.

• Acts as the driver to identify short- and long-term market needs and translate into high growth strategies.
• Lead Branch Managers with their annual store business plans, budgets, forecasts, sales activities, key category targets, existing and new customer opportunities, identification of market segment growth opportunities and marketing.
• Liaise effectively with key relevant staff in the management of capital including timely collection of all debtors, financed accounts, and management of capital items such as inventory and creditors.

1. Inventory Management & Supply Coordination

Direct, coordinate and monitor:

• regional store inventory levels;
• product allocation;
• monthly rolling stocktakes;
• slow moving and obsolete stock levels;
• forecasting and seasonal/marketing requirements; and
• store pricing-margin.

1. Key Customer Management

Provide direction and support to Branch Managers and Key Account Managers in the management of relationships with key customers and relevant corporate accounts. Demonstrate a proactive approach and planning with key customers and corporates including the development of relationships at all levels.

Ensure systems and methods are in place to understand client needs / values and aligned strategies are employed. Ensuring valid data is captured and built around the various segments, opportunities, characteristics, pain points and potential as well as risks / depth of competitor activity and share.

1. Maintain Industry Leading Position

Keep abreast of industry trends to ensure the strategy is evolving in alignment with client needs and behaviours and is ahead of the competition.

Develop and maintain an industry and internal network. This includes attending relevant industry events – field days, product launches, build internal network, share information acquired, and build relationships to identify future talent.

Lead the Regional team to fully utilize know-how, knowledge exchange and industry wide best practices.

1. Compliance

Drive integrity and compliance initiatives to ensure full compliance with internal and external standards like internal operating procedures (such as invoicing, ordering, banking, forecasting, stock control etc), product advice and recommendations, customer complaint management, required supplier accreditation, WHS, duty of care, safety management system, branch risk assessments and register, and highlighting areas of potential non-compliance.

1. Comply with all AGnVET company policies and procedures including but not limited to EEO, anti-discrimination, harassment and bullying, health, safety, and environment. Comply with all legislative obligations.
2. Perform any other duties or serve in such other capacity as may be determined by the Company management.

Key Performance Indicators / Measures for Success (indicate how performance in this role will be measured)

• Safety – lead team in store identification/reporting of all hazards/risks within the workplace, checklists/inspections and risk assessments/register, internal audits. Results of employee safety surveys and lead/lag indicators.
• Development and implementation of the annual regional strategic plan including measures to evaluate results of the actions and initiatives.
• Achievement of Regional targets (but not limited to) sales, gross margin, profit, operating income, forecasts (accuracy), expense management, capital management, inventory management, debtor control, client engagement, market share improvements, and performance & talent management – all within agreed budget and timelines.
• Regular report provided to Managing Director covering KPIs / Measures for Success.
• Monitor and assess:

1. sales figures, monthly by branch, by categorygroup and customer type.
2. gross margins, monthly by branch, categorygroup and customer type.
3. set sales & marketing budgets – yearly – for each branch (with Branch Managers).
4. set expense budget per branch, for “controllable” expenses.

• Customer experience and retention through team member interactions and store presentation.

• Level of competence and motivation of Branch team members, development of the talent pipeline through performance/talent management, development plans, succession planning, onboarding, and talent acquisition.
• Full compliance with internal and external standards.

Job Dimensions (indicate key facts and figures)

Number of direct reports:3-15 (Branch Managers) + 20-40 (Customer Service Officers, Storepersons, Sales, Agronomists)

Number of indirect reports:Nil

Safety responsibility:Lead indicators (eg safety management system) and lag indicators (MTI, LTI, WC)

Financial responsibility:Sales $40-70m, Gross Profit, Budget, Inventory Management, Debtor

(budget, cost, sales, etc)Control

Internal Customers/Stakeholders:Managing Director, Head Agronomy, Field Service Managers, Branch Managers/Team, HSE, Marketing, IT, Horticulture, Animal Health, Fertiliser, People & Culture, Finance, Supply Chain, DI Water, Technical Services

External Customers/Stakeholders:Customers, Growers, Corporates, Suppliers, Industry Network

Travel:Overnight travel will be required from time to time

Ideal Background

Education:

• • Bachelor of Commerce or Agricultural Science(or equivalent with extensive experience).

Experience:

• • Experience in compliance and transformational safety leadership.
  • Successfully building and leading high performingand collaborative teams, whilst creating a culture of accountability and continuous improvement.
  • Proven track record in sales leadership and business development roles with commercial and retail exposure.
  • Demonstrated experience developing and implementing retail sales strategic plans.
  • Excellent financial acumen and problem-solving skills.
  • Experience and knowledge of the agricultural industry and its practices with key product groups such as theAgChem, fertiliser, seed, crop protection, animal health and irrigation markets.
  • Experience driving change and improvements in an organisation with a broad footprint.
  • Excellent communication and interpersonal skills, with the ability to build successful relationships with key internal and external stakeholders.
  • Demonstrated negotiation and influencing skills including effectively influencing without authority and communication between stakeholders.
  • Intermediate Microsoft Office skills – Word, Excel & PowerPoint, and ERP usage experience (Pronto desirable).

Language:

• • Fluent spoken and written English essential.

What We Expect from Managers (Leadership Architect Competencies)

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. Regional Manager – Mission Critical (12)
                                    2. Leadership Architect Competencies

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 5. Business Insight
                                    2. Factor I: Thought – A. Understanding the Business

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 6. Collaborates
                                    2. Factor III: People – G. Building Collaborative Relationships

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 32. Balances Stakeholders
                                    2. Factor I: Thought – B. Making Complex Decisions

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 13. Develops Talent
                                    2. Factor III: People – H. Optimizing Diverse Talent

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 33. Strategic Mindset
                                    2. Factor I: Thought – C. Creating the New and Different

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 34. Builds Effective Teams
                                    2. Factor III: People – H. Optimizing Diverse Talent

15. Directs Work

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. Factor II: Results – E. Managing Execution

7. Communicates Effectively

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. Factor III: People – I. Influencing People

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 28. Drives Results
                                    2. Factor II: Results – F. Focusing on Performance

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 29. Demonstrates Self-Awareness
                                    2. Factor IV: Self – K. Being Open

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. Ensures Accountability
                                    2. Factor II: Results – F. Focusing on Performance

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 36. Instils Trust
                                    2. Factor IV: Self – J. Being Authentic

Signatures:

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. Effective Date:

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. Name of Job Holder (printed):

1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. 1. Signature: