Expanding sales channels and entering new markets in consumer finance

The work focused on commercial growth and execution within non-banking financial services, primarily across payday lending, consumer lending and loan products.

The responsibility combined sales leadership, marketing, commercial strategy and operational execution across established markets in Europe, while also supporting business expansion into Latin America.

The challenge was not simply to increase sales through existing routes to market. The business needed broader distribution, stronger commercial positioning and new ways to reach customers across different markets.

The role therefore connected sales, marketing, product, distribution and operations, with direct responsibility for turning commercial opportunities into functioning channels and processes.

When the work started, the existing sales-channel structure had significant room for development.

The opportunity was to move beyond a limited route-to-market model and create a broader commercial network around the financial products.

This included developing direct sales channels, partner distribution, distributor-led sales, new commercial partnerships and additional routes to market.

The objective was to make the lending products accessible through multiple customer touchpoints rather than relying on a single sales channel.

That required more than identifying new partners. Commercial agreements had to translate into real operations. Sales processes had to be defined, products positioned correctly, and the internal organisation had to be able to support each channel once it went live.

A distribution strategy only creates value when it works in practice.

The work therefore covered the connection between commercial strategy and operational delivery.

Sales, marketing and product positioning were aligned with the practical requirements of each channel, while supporting processes were adapted to make the model workable at scale.

New products and new sales channels were developed in parallel, allowing the business to respond to different customer needs and market conditions.

The work also required continuous evaluation of which distribution routes were performing, where additional commercial opportunities existed and how resources should be deployed to support growth.

The result was a more diversified commercial model built around direct sales, distributors and external partners rather than a single acquisition route.

A significant part of the responsibility involved supporting expansion from Europe into Latin America.

New markets could not simply be approached by copying an existing European model. The commercial proposition, sales channels, partner structure and operating processes had to be considered in the context of the new market.

The work involved market positioning, channel development, product strategy, partner distribution and operational setup required to support expansion into new territories.

The objective remained practical throughout: understand how the product should reach customers, identify the right distribution model, establish the required partnerships and ensure that the operating structure behind the sales strategy could actually support growth.

The role extended beyond revenue targets and sales-team management. Growth depended on the wider operating model, with ongoing coordination across sales, marketing, operations, product and distribution.