Sales performance management: Translate approved sales targets into daily and weekly plans, monitor team and individual performance, and implement timely interventions where targets are at risk.
Quality assurance and coaching: Monitor calls and QA outcomes, coach agents on specific, evidenced sales behaviours, document coaching and improvement actions, and follow up on progress.
Sales process and compliance adherence: Ensure agents follow approved scripts, required disclosures, accurate information capture and agreed DebiCheck mandate procedures. Escalate suspected mis-selling, irregular mandates or dishonesty to the relevant function.
QA referral management: Ensure high-risk referrals are actioned within 24 hours and all other referrals within 48 hours, escalating material or unresolved matters.
Floor and workforce operations: Manage daily floor operations, attendance, punctuality, breaks, system status and schedule adherence. Workforce Management retains responsibility for schedule design.
Lead and dialler management: Monitor lead allocation, consumption and dispositioning, as well as dialler capacity and paid-hour utilisation.
Performance reporting and administration: Maintain accurate sales, QA, coaching and mandate-related records; submit daily, weekly and monthly reports within agreed deadlines; and validate commission and incentive qualification, referring adjustments affecting the Team Leader's own earnings to the Operations Manager.
Performance and conduct management: Address performance gaps and conduct fairly and promptly, maintain documented coaching records, initiate performance improvement and first-line disciplinary steps in line with Group HR policy, and escalate matters beyond delegated authority.
People development and retention: Recognise and retain strong performers, identify development and succession candidates, and provide input on recruitment, training needs and resource requirements.
Operational collaboration and improvement: Work with Training, QA, Compliance, HR, IT, Operations and Workforce Management to resolve performance, quality, systems and people-process issues, and recommend process improvements to the Operations Manager Distribution & Product.
Regulatory and contact activity adherence: Ensure contact activity follows applicable CPA direct-marketing requirements and National Opt-Out Registry obligations, and validate Do Not Contact dispositions.
Requirements
Matric / Grade 12 Required.
Relevant leadership, contact centre or sales qualification (NQF 4 - 5) Advantageous.
Professional Certifications
FAIS-recognised qualification / RE5 not a Team Leader requirement on the information supplied; FAIS supervision is performed by the designated FAIS Supervisor.
Experience
3+ years' experience in a contact centre sales environment Required.
At least 18 months as a Team Leader or Supervisor in a contact centre sales environment, managing 15 or more agents Required. Demonstrated delivery of team sales targets, call monitoring, quality assurance and formal performance management. Strong computer literacy in dialler/contact centre systems, CRM, Excel, Outlook, Teams and reporting tools. Financial services or insurance contact centre experience and working knowledge of FAIS, TCF, POPIA and CPA direct-marketing obligations are advantageous.
SKILLS AND CAPABILITIES
Sales performance management reads sales reports, identifies performance gaps and takes action within the reporting period.
Coaching to behaviour change evaluates calls, identifies behaviours affecting sales quality and records measurable follow-up.
Quality assurance and mandate integrity understands QA findings and ensures DebiCheck mandates follow the agreed process.
Compliance and conduct discipline recognises sales-process risks and escalates matters outside delegated authority.
Difficult conversations addresses underperformance, attendance and conduct fairly and promptly.
Data literacy and reporting accuracy interprets available sales and QA reports and produces reliable reporting.
Resilience and composure maintains standards during target pressure and changing team dynamics.
Ethical judgement balances sales delivery with customer interests and adherence to approved processes.
DIGITAL AND AI FLUENCY
At Ignition Group, digital and AI fluency is not a nice-to-have it is a core performance requirement for every role, at every level. As AI and automation reshape how work gets done, the ability to work confidently and responsibly alongside these tools is as fundamental as any technical or professional skill.
What this means in practice:
Digital fluency navigating and using digital platforms, tools, and systems relevant to your role with confidence and competence
AI tool adoption actively using approved AI productivity tools (e.g., Microsoft Copilot) to improve the quality, accuracy, and efficiency of your work
Data literacy reading, interpreting, and applying data and AI-generated outputs to make better decisions, not replacing your judgement but sharpening it
Automation awareness recognising tasks and processes that can be improved through automation, and contributing to those improvements
Learning agility staying curious, upskilling continuously, and adapting as tools and practices evolve
Responsible and ethical AI use understanding data privacy obligations, the limits of AI-generated content, and applying sound human judgement at all times