JOB DESCRIPTION

CEO / Country Manager

Confectionery Production Company — Ghana

Start-up / Greenfield Operation | Accra (Tema), Ghana

1. Company Overview

A private European investor is establishing a modern confectionery manufacturing company in Ghana. The company will produce and market a range of packaged wafer products targeting the Ghanaian consumer market (approximately 34 million inhabitants) and, subsequently, the broader ECOWAS region (approximately 350 million inhabitants).

The company does not yet exist. It will be incorporated, established, and operated from scratch. The CEO / Country Manager will therefore be a true founder-manager, entrusted with a defined capital budget and full operational mandate to build the business from the ground up.

2. Position Summary

Job Title: CEO / Country Manager

Location: Accra / Tema, Ghana (with travel across Ghana and the ECOWAS region as required)

Reporting to: Investor / Majority Shareholder (based in Europe)

Contract Type: Full-time, permanent employment contract under Ghanaian law

Start: Summer 2026

Pre-Production Phase: Approximately 8–9 months from employment start

3. Context & Start-up Phase — Important Notice for Candidates

Candidates must read and clearly understand the following before applying:

The company is currently a project — it has no legal entity, no premises, no staff, and no production. Everything must be created from the ground up.
The CEO will be engaged at the time of, or immediately following, the formal incorporation of the company. The candidate therefore joins at the very beginning of the company’s existence.
The first 8 to 9 months after employment will be a pre-revenue start-up phase with no sales turnover. All operating costs and investments during this phase are funded by a defined capital budget provided by the investor. The scope and allocation of this budget will be transparently discussed and mutually agreed with the appointed CEO as part of the onboarding process.
The candidate must be genuinely willing and psychologically prepared to navigate this pre-revenue phase — building infrastructure, recruiting the team, setting up systems, managing the supply chain, and maintaining regular investor communication — before the first wafer product leaves the factory.
This role is not suited for candidates who seek a stable, already-functioning operation. It is designed for a highly entrepreneurial, resilient, and experienced manager who is motivated by the challenge of building something from nothing and who has the discipline and drive to see it through.

4. Key Responsibilities

4.1 Company Incorporation & Legal Set-up

This process will be managed by a specialised local advisory firm. The CEO’s role is to actively coordinate with and support this firm to ensure timely and correct execution.

Coordinate closely with the appointed advisory firm throughout the process of registering and incorporating the company under Ghanaian law, covering all required registrations (Registrar General’s Department, Ghana Revenue Authority — GRA, Ghana Investment Promotion Centre — GIPC, Environmental Protection Agency — EPA, Food and Drugs Authority — FDA, and any sector-specific licences).
Engage and oversee local lawyers, notaries, and compliance specialists in coordination with the advisory firm, ensuring all legal documentation is accurate, complete, and filed on time.
Track and manage the obtaining of all operating licences, permits, and regulatory approvals required before production can commence — including FDA food manufacturing registration, EPA environmental permit, fire safety certificate, and business operating permit from the relevant Metropolitan Assembly in coordination with the advisory firm.
Ensure the company’s statutory books, registers, and governance structure are correctly established from day one in coordination with the advisory firm.

4.2 Production Site — Search, Negotiation & Set-up

Identify, evaluate, and shortlist potential industrial production facilities in the Greater Accra / Tema area. Target: approximately 1,500 m² of usable floor space, with adequate ceiling height for production equipment, reliable three-phase power supply (minimum capacity to be confirmed by the equipment supplier), clean water supply, industrial drainage, and truck access for raw material deliveries and finished goods dispatch.
Conduct structured due diligence on shortlisted properties (legal title, zoning, structural condition, utilities, lease terms) in coordination with the advisory firm and present a comparative recommendation to the investor.
Negotiate and finalise the lease or acquisition agreement, ensuring favourable commercial terms including rent, duration, renewal options, fit-out contribution, and break clauses.
Project-manage the full fit-out of the facility: civil works, equipment installation, utilities connection, ventilation, pest control barriers, and all food-safety-related infrastructure.
Manage the commissioning and acceptance testing of the production line in coordination with the equipment supplier.
Ensure the facility meets all applicable standards: Ghana Standards Authority (GSA) food manufacturing requirements, FDA Good Manufacturing Practice (GMP) guidelines, Ghana National Fire Service (GNFS) safety standards, and applicable occupational health and safety regulations.

4.3 Human Resources — Recruitment & Organisation

Design the full organisational structure of the company from scratch, defining all positions, reporting lines, and job profiles for a start-up workforce scaling to approximately 40–50 employees.
Recruit, interview, and appoint the core management team as a priority: Production Manager, Finance & Accounting Manager, Sales & Distribution Manager, Supply Chain / Logistics Manager, and HR & Administration Officer. This team must be in place well before production start.
Subsequently recruit and onboard the full operational workforce across production, quality control, warehousing, sales, and support functions.
Establish HR policies, employment contracts (in compliance with the Ghana Labour Act), payroll administration, leave management, and a performance management framework. Where appropriate, engage a specialised HR advisory firm to support this work.
Develop a training programme to ensure production staff are competent and certified as required by FDA GMP standards prior to production start.

4.4 Supply Chain & Procurement

Identify, qualify, and contract a reliable supplier base of approximately 15 vendors covering all key input categories: wheat flour, sugar, vegetable fats and oils, flavourings and fillings, wafer baking compounds, primary packaging materials (wrappers, foils), secondary packaging (cardboard boxes, display units), and consumables.
Conduct supplier audits or qualification visits where necessary to verify quality standards, financial reliability, and delivery capability.
Negotiate commercial terms (pricing, payment terms, minimum order quantities, lead times, quality specifications) and formalise relationships through written supply agreements.
Build contingency supply arrangements for critical raw materials to protect against supply disruptions, price volatility, or import delays.
Establish import processes and relationships with clearing agents for any raw materials sourced internationally, ensuring efficient customs clearance and cost control.
Set up and manage a basic inventory management system to ensure production continuity while avoiding excessive working capital tied up in stock.

4.5 Sales, Marketing & Distribution

Develop and execute a comprehensive go-to-market strategy for the company’s initial product portfolio of approximately 15–20 wafer SKUs in various weights (grammes) and flavour variants.
Build a sales organisation and field sales force capable of covering the key distribution channels in Ghana: organised retail (supermarkets and hypermarkets), wholesale distributors, open market traders, kiosk and neighbourhood shop networks, and institutional buyers (HoReCa sector, schools, hospital canteens, corporate catering).
Develop and manage relationships with the major Ghanaian retail chains (Shoprite, Palace Hypermarket, Maxmart, Marina Mall, Melcom etc.etc.) and key wholesalers, negotiating listing agreements, shelf space, and promotional terms.
Design and implement the route-to-market model for informal trade channels, including the appointment and management of sub-distributors or van-selling operations.
Build the company’s brand presence in the market: packaging design finalisation, point-of-sale materials, trade marketing activities, and, where appropriate, consumer-facing marketing (social media, market activations).
Develop a clear and time-bound pathway towards ECOWAS regional export markets — beginning with neighbouring francophone West African markets — once the domestic Ghanaian business has achieved stable volume and profitability.
Sales volume target: 1,000 tonnes in the first 12 months following production start; 2,000 tonnes in months 13–24, reaching 10.000 tonnes per year in 2031.

4.6 Finance, Accounting & Capital Management

Take full fiduciary responsibility for the investor’s capital and deploy it prudently, transparently, and in strict accordance with the approved business plan and budget.
Within the first 3 months of employment, prepare a detailed, bottoms-up business plan and financial model covering the pre-production investment phase, the first 2 years of production, and a 5-year outlook. This plan will serve as the financial reference document for the investor relationship.
Establish the accounting function from scratch (assisted by a specialized tax & accounting company): select and implement an accounting/ERP system suitable for the scale and complexity of the business (e.g., QuickBooks, Sage, SAP Business One, or equivalent), set up the chart of accounts, and appoint an accounting manager or engage an external accounting firm for the start-up phase. Financial reporting will be supported by a specialised advisory firm.
Prepare and submit regular financial reports to the investor: monthly P&L, balance sheet, and cash flow statement; variance analysis versus budget; and a rolling 3-month cash forecast.
Monitor profitability and liquidity on a continuous basis. Proactively flag any material deviations from plan, cash shortfalls, or financial risks to the investor without delay.
Ensure full and timely compliance with all Ghanaian tax obligations: corporate income tax (CIT), value-added tax (VAT), Pay-As-You-Earn (PAYE) for staff, withholding taxes, and any applicable import duties on raw materials. Engage a registered tax advisor or the advisory firm for this purpose.

4.7 IT & Systems

Assess the IT requirements of the business at start-up and plan for scalability as the company grows.
Select, procure, and implement the core IT infrastructure: business internet and communications, local area network (LAN), server or cloud-based data storage, ERP / accounting system, HR and payroll software, and point-of-sale or distribution management tools where required.
Establish basic cybersecurity measures: access controls, data backup procedures, and a clear IT usage policy for staff.
Ensure all systems are operational and tested before production start, and that key business data (inventory, sales, accounting) is captured digitally from day one.

4.8 External Representation & Stakeholder Management

Act as the legal representative and public face of the company in Ghana vis-à-vis all external stakeholders: government ministries and agencies, regulatory bodies (FDA, EPA, GRA, GIPC), local authorities, industry associations, banks and financial institutions, suppliers, customers, and the media.
Manage the ongoing relationship with the European investor: deliver regular written reports, prepare and present strategic updates, submit capital expenditure requests with full justification and supporting analysis, and promptly escalate any significant issues or risks.
Build and protect the company’s brand and reputation in the Ghanaian market from the outset.

5. Resources under Management After Production Start

Once the company is fully operational, the CEO will be responsible for managing the following resources:

Workforce: approximately 40–60 employees across all functions (production, quality, supply chain, sales, finance, administration)
Production: at least one complete wafer production line with all associated infrastructure and utilities
Facility: approximately 1,500 m² production and storage hall with full operational infrastructure
Product portfolio: approximately 15–20 wafer SKUs in various gramme weights and flavour variants
Supplier base: approximately 15 raw material and packaging suppliers
IT: fully operational ERP, accounting, and business management systems
Sales volume target: 1,000 tonnes in Year 1 of production; 2,000 tonnes in Year 2
Growth pipeline: subject to positive business performance, the investor intends to expand capacity through the installation of additional production lines (Line 2, Line 3, and beyond), with corresponding growth in headcount, revenue, and market reach.

6. Required Candidate Profile

6.1 Education

University degree in Business Administration, Economics, Engineering, Food Science, or a related discipline.
MBA or equivalent post-graduate management qualification is a strong advantage.

6.2 Professional Experience

Minimum 10 years of progressive management experience, of which at least 5 years must have been in a CEO, General Manager, Managing Director, or Country Manager role with full P&L responsibility.
Demonstrated and verifiable experience in building, launching, or significantly restructuring an organisation — whether a greenfield start-up, a turnaround, or a major market entry — is an essential requirement.
Background in FMCG, food manufacturing, confectionery, or fast-moving consumer goods is strongly preferred.
Direct professional experience in Ghana. Knowledge of the Ghanaian regulatory environment, business culture, and distribution landscape is highly valued.
Proven ability to simultaneously manage cross-functional operations: production, sales, finance, HR, supply chain, and external relations.
Proven track record of meeting or exceeding financial targets and maintaining a constructive and transparent relationship with investors or shareholders.

6.3 Competencies & Personal Profile

Entrepreneurial mindset: able to operate effectively in ambiguous, resource-constrained environments and create structure, process, and momentum where none previously existed.
High personal resilience and the psychological readiness to sustain performance and motivation through a prolonged pre-revenue phase without external validation from sales results.
Strong leadership and people management skills: able to attract, select, motivate, develop, and retain talent in a competitive emerging-market environment.
Financial acumen: fluent in reading, preparing, and interpreting P&L statements, balance sheets, and cash flow projections; capable of building detailed budgets and forecasts from scratch.
Strategic thinker with a practical, hands-on execution style — the ability to define the vision and then personally ensure it is delivered.
Excellent written and oral communication skills in English; able to communicate clearly and persuasively with both a European investor and a Ghanaian workforce and customer base.
Cultural intelligence and adaptability: experienced and comfortable operating effectively within a West African business and social environment.
Uncompromising personal integrity, transparency, and commitment to legal, ethical, and regulatory compliance in all matters.

6.4 Languages

English: full professional fluency, written and spoken — mandatory.
Local Ghanaian language (Twi, Ga, Ewe, or other): a meaningful advantage for managing local staff, suppliers, and trade customers.
French: professional working level is an advantage, given the importance of francophone ECOWAS markets for the medium-term growth strategy.

7. What We Offer

A rare and genuinely unique opportunity to build a company from the very beginning and create a lasting professional legacy in an exciting and fast-growing market.
A full entrepreneurial mandate: the investor provides capital and strategic direction but trusts the CEO to make the day-to-day decisions and build the business independently.
A competitive senior executive remuneration package, commensurate with experience and the level of responsibility. Specific compensation details will be discussed openly during the interview process.
Company car, and all the necessary equipment needed for the current activity
A performance-related bonus linked to the achievement of defined operational milestones (production launch, staffing targets, sales volumes) and financial results.
Long-term career development perspective as the business grows from a single factory into a multi-line manufacturing operation and ultimately a regional ECOWAS player.
Equity participation: in the event of excellent performance and a commitment of a minimum of 3 continuous years, the investor is open to rewarding the CEO with a share in the company of up to 10% of the equity. This is not a guaranteed entitlement but a genuine expression of the investor’s interest in building a long-term, trust-based partnership with the right individual in Ghana. At scale, such a shareholding could represent very significant value.

8. Key Performance Indicators (KPIs)

The following KPIs will serve as the primary benchmarks for evaluating the CEO’s performance during the first two years:

Company incorporated and fully licensed within 2 months of employment start.
Detailed business plan and financial model completed and submitted to the investor within 2 months of employment start.
Production site identified, shortlisted, negotiated, and under signed lease or fit-out contract within 2 months of employment start.
Core management team (Production, Finance, Sales, Supply Chain) fully recruited and in post no later than 2 months before the targeted production start date.
First successful production run completed within 8–9 months of employment start.
“““volume: 1,000 tonnes sold in the first 12 months following production start; 2,000 tonnes sold in months 13–24.
Financial KPIs (gross margin, EBITDA, cash position) to be specifically defined and agreed upon completion of the business plan.
Zero critical regulatory compliance failures throughout the period.
Investor relationship KPI: monthly reports submitted on time, no unplanned surprises, and all material decisions escalated proactively.

9. Reporting & Governance

The CEO reports directly and exclusively to the investor / majority shareholder (based in Europe).
Regular communication: weekly video/Teams meeting with the investor (or more frequently as required by the situation), plus ad-hoc contact whenever significant decisions, opportunities, or risks arise.
Monthly written management report: mandatory submission by the 10th calendar day of the following month. Report to cover: financial results (P&L, balance sheet, cash position, budget variance), operational highlights and issues, HR status, commercial update (sales pipeline and results), and a forward-looking risk and opportunity register.
Quarterly strategic review meeting with the investor (in person in Ghana or Europe, or via video conference): review of progress against business plan, budget forecast, strategic priorities for the next quarter, and any medium-term decisions requiring investor input.
All capital expenditure above a mutually agreed threshold (to be defined in the business plan) requires written prior approval from the investor before commitment.
Full transparency and proactive communication are non-negotiable expectations of this role. The investor does not expect perfection, but does expect honesty, promptness, and no surprises.

This document is strictly confidential and intended exclusively for recruitment purposes.