مدير أول، البيانات والأداء - التجاري و CX

Commercial performance system.
Target and KPI architecture for the Commercial organisation.
Sales and account-management incentive design and its measurement.
Merchant health, pricing and bonus schemes, key and strategic account performance, growth analytics.
The commercial view of new business lines as they come online.
Customer value management and merchant lifecycle.
Churn lifecycle, reactivation, high-value account recovery, wallet share.
Startups, the self-serve funnel and loyalty.
Turning churn-propensity model output into account-management action.
Customer experience performance.
NPS and CSAT, compensation and liability, and the service-quality drivers that shape how merchants experience Bosta framed and quantified in commercial terms.
Instrumentation designed before features ship.
Commercial and Operations alignment.
Growth commitments and delivery capacity are planned together.
You own the analytical case that connects them: joint intervention on merchants whose order profile affects delivery performance, merchant forecasts delivered with the lead time Operations needs for capacity planning, and service tiers matched to fleet capacity.
Adoption.
Analysis counts when it changes a decision.
You own how the unit's work lands: a named business owner for everything the unit ships, usage measured after launch, and a single clear intake channel for commercial and CX requests.
Migration and self-service.
The Commercial and CX workstream of the move onto Bosta's governed semantic layer and live dashboards metric parity signed off, definitions canonical in the mart, and business partners equipped to answer their own routine questions so the unit's capacity goes to insight.
People.
Four seats at start.
Develop the team into owners of their functions, and build the unit's capacity into documented, shared practice.
Last-mile logistics or delivery operations exposure, and comfort working with operational capacity as a commercial input.
Pricing analytics.
Experience migrating a reporting estate and bringing users with it.

Desired Candidate Profile

6 to 8 years in commercial analytics, commercial performance, CVM or revenue operations, including at least two years leading a small analytical team.
Demonstrated ownership of a commercial KPI end to end you diagnosed it, proposed the intervention, got a business owner to run it, and can quantify what changed. Bring examples with numbers.
Merchant, customer or account lifecycle depth: churn, retention, reactivation, share of wallet.
Marketplace, e-commerce, logistics, telco or fintech backgrounds all transfer.
Hands-on SQL. You query the warehouse yourself, read and challenge metric logic, and can tell when a number is wrong before a stakeholder does.
Comfortable in BI tools; you do not need to be an engineer.
Experience designing or rebuilding sales or account-management targets and incentives, and living with the consequences.
Executive presence with commercial leadership: you can hold a room with a VP, disagree with evidence, and say no to a request while keeping the relationship.
Answer-first communication conclusion, then the reasoning; assumptions named; quantified where it can be quantified.
Working fluency with AI-assisted analytics: LLM-generated SQL against documented business logic, and the judgement to validate it.