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Job Summary
Leading Adventure Safari Company based in Bryanston is looking for a Managing Executive accountable for the full strategic, commercial and operational leadership of the business unit. This is not a caretaker role; it is a transformation mandate to fundamentally reposition the business in terms of product portfolio and distribution methodology with a better balance between B2B and B2C . Duties: Model Transformation: Shift the revenue mix from predominantly B2B/trade to a substantial B2C model within three years, reducing trade dependency while defending and growing its absolute B2B revenue. Product Reinvention: Design and launch a segmented product portfolio mapped to distinct age cohorts and travel styles for the same global adventure traveller audience whilst taking a leadership role in terms of expedition style exceptional experiences. Market Leadership: Re-establish brand as the definitive African adventure travel authority; grow source market diversity from current concentration to meaningful bookings across international source markets and grow passenger numbers well above overall market developments. Strategic Leadership and Business Transformation: Develop and own the three-year business transformation strategy, approved by the CEO and Divisional Board. Lead the migration from a B2B-first operating model to a B2C-relevant architecture while protecting trade relationships. Establish strategic partnerships with conservation bodies, global NGOs, and brand co-creators that elevate the brands’ purpose narrative. Identify and evaluate adjacencies: specialist tour segments, eco-lodges, proprietary experience assets. Represent the brand at international trade events, investor engagements, and media forums. Commercial Growth and Revenue Generation: Own the full P&L for the business Design and execute a consumer acquisition strategy across owned digital (website, SEO, email), paid digital, and social media channels. Build partnerships with global B2C tour booking platforms to drive international direct bookings. Lead pricing strategy moving from discount-pressure trade pricing to premium value-based consumer pricing where the brand margin is Develop the MICE and private departures business as a sustained B2B revenue complement. Grow B2B absolute numbers whilst reducing overall relevance. Product Design & Customer Experience: Commission and oversee the full product segmentation Institutionalise a customer feedback and NPS loop that drives continuous product iteration. Embed a CEO guide model to elevate guide quality and authenticity. Oversee the asset base (vehicles, lodges, campsites) with a capital allocation lens investing in assets that enable premium segment growth and reduce commodity type of positioning through exclusivity. Digital Transformation and Direct Booking Infrastructure: Commission and deliver a best-in-class direct booking platform with travel style personalisation. Build a CRM database of direct consumer relationships that reduces structural trade dependency. Lead the brand’s social media transformation particularly TikTok and Instagram for the 18–35 segment, and purpose-led content for the 40–65+ segment. Leverage data analytics to understand traveller behaviour, conversion patterns, and repeat booking propensity. People Leadership and Culture: Build a high-performance leadership team capable of executing the transformation agenda. Exit or reassign talent that is not aligned to the transformation mandate; recruit externally for capability gaps. Establish a culture of market intelligence: ensuring the organisation is obsessed with competitor moves, customer trends, and emerging adventure travel categories. Champion transformation change management bringing the existing team along rather than creating resistance. Governance; Compliance and Stakeholder Management: Operate within the group’s governance framework, including financial controls and reporting. Maintain the brand’s safety standards, field guide accreditation (FGASA / SATSA), and operating licences across all jurisdictions. Report monthly to the COO and, where required, quarterly to the Board on transformation progress against KPIs. Manage key stakeholder relationships: Requirements: Grade 12 Relevant Tertiary qualification in Business, Commerce, Tourism Management, or related Post-graduate qualification beneficial Minimum 10 years in adventure travel, experiential tourism, or a directly comparable experiential consumer business. Overland or safari operational experience an advantage. Minimum 5 years in a General Mnager, Managing Director, or equivalent P&L ownership role. Must have led businesses through strategic transformation, not merely managed steady-state operations. Demonstrated experience building or materially scaling a direct-to-consumer revenue channel. This is essential and non-negotiable Track record of leading or commissioning a meaningful digital transformation Must be commercially literate on digital acquisition metrics. Deep understanding of Southern and / or East African operations, regulatory environments and field operations logistics. Acute sensitivity to consumer trends, competitive moves, and global adventure travel Willingness to disrupt established revenue streams and make unpopular structural decisions in service of long-term brand health. Genuine understanding of B2C digital acquisition, SEO, paid social, CRM, and booking technology. P&L ownership every strategic decision must have a commercial logic with defined return expectations. Ability to see how B2C investment, product design, guide quality, and brand positioning interact as a system rather than isolated levers. Track record of building institutional brand partnerships or co-creation arrangements (conservation, NGO, or technology). Capability to articulate a compelling brand narrative to consumers, partners and talent. Post-pandemic travel disruption, geopolitical risk, and African operational complexity demand an executive who adapts without losing strategic clarity.
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