Job Summary
- Type: full-time
- Location: Lilongwe
- Category: Sales
- Closing Date: 2026-08-17
Key Responsibilities
- Manage and monitor the operational performance of fuel retail stations within the assigned territory.
- Drive fuel, lubricant and other product sales to achieve company targets.
- Ensure compliance with company operational procedures, safety standards and regulatory requirements.
- Monitor stock, cash, sales, shortages and station profitability.
- Supervise, guide and evaluate station teams and dealers.
- Identify new business opportunities and strengthen customer relationships.
- Prepare and submit regular sales and operational performance reports.
Requirements
- Minimum of two years’ experience in the oil and gas sector, specifically in retail operations and sales.
- Strong leadership, communication and problem-solving skills.
- Good understanding of fuel station operations, stock control, sales management and customer service.
- Ability to work independently and travel extensively within the assigned territory.
- A relevant diploma or degree will be an added advantage.
- A valid driving licence will be an added advantage.
How to Apply
Email: Martin.Nankumba@mountmerugroup.com
Closing Date: 17/08/2026
Only shortlisted candidates will be contacted.
Frequently Asked Questions
What qualifications or certifications are typically required for a Territory Manager role in Malawi?
A bachelor’s degree in Business, Marketing, or a related field is commonly expected, and professional sales certifications (e.g., from the Malawi Institute of Management) are increasingly valued. Relevant experience in FMCG or agricultural sales — sectors prominent in Malawi — often substitutes for formal qualifications, especially with proven performance in rural and urban territory coverage.
What does a typical day look like for a Territory Manager working with companies like Mount Meru Group in Malawi?
You’ll spend time visiting retail outlets, wholesalers, and agro-dealers across your assigned district or region, conducting stock checks, training staff, and negotiating shelf space. Travel is frequent — often by road — and requires adaptability to variable infrastructure, electricity access, and mobile network coverage common in Malawian districts.
How does workplace culture and employer expectations for Territory Managers differ in Malawi compared to other countries?
Relationship-building is central: respect for local leadership structures (e.g., traditional authorities, area development committees) and fluency in Chichewa or local languages significantly support credibility and trust. Punctuality is valued, but flexibility around community events, harvest seasons, or transport delays is understood and expected in practice.
What career progression opportunities exist for Territory Managers in Malawian sales organisations?
High-performing Territory Managers often advance to Regional Sales Manager or Key Account Manager roles, particularly within large local groups operating in agriculture, manufacturing, or distribution. Some transition into commercial leadership, training, or supply chain coordination — pathways supported by internal mentorship and on-the-job exposure common in established Malawian firms.
What benefits (leave, medical aid, pension) can I realistically expect in a full-time Territory Manager role in Malawi?
Statutory benefits include 21 days’ annual leave, maternity/paternity leave per the Employment Act, and mandatory NAPSA contributions. Many reputable employers offer private medical aid (often covering dependants) and voluntary pension schemes, though coverage depth varies — always confirm specifics during offer discussions.
How should I apply for a Territory Manager role in Malawi, and what do employers specifically look for in candidates?
Applications are usually submitted via email or online portals with a tailored CV highlighting territory coverage, sales targets met, and stakeholder engagement in Malawian markets. Employers prioritise demonstrated resilience in rural logistics, familiarity with local trade practices (e.g., credit terms with small retailers), and evidence of coaching frontline staff — not just sales numbers.