General Manager, GAC Motor Nigeria

GAC Motor Nigeria’s slogan, “Made for More,” reflects a brand positioning focused on ambition, innovation, and delivering greater value through modern engineering and dependable performance. Developed for the Nigerian market, the slogan signals GAC Motor Nigeria’s commitment to offering vehicles that go beyond the ordinary by combining contemporary design, advanced technology, and a clear understanding of local driving and operating conditions.

“Made for More” represents continuous progress in everyday mobility. It speaks to providing more safety features, more driving comfort, more intelligent design, and more long-term value for customers. The brand places strong emphasis on reliability and practicality, ensuring that innovation results in tangible benefits for daily use and long-distance travel.

GAC Motor Nigeria operates under the CIG Motors Group as part of its broader automotive footprint, which includes local assembly operations aligned with Nigeria’s automotive development framework. The brand serves private individuals, families, professionals, corporate fleets, and government institutions that require reliable, contemporary passenger vehicles supported by a growing local ecosystem.

Within the Nigerian context, “Made for More” reflects more reliability, more local support, more confidence in ownership, and more value across the vehicle lifecycle, reinforced by Nigerian-based operations, service infrastructure, and a long-term commitment to the market.

Key Responsibilities & Outcomes: The GM for GAC is responsible for overall leadership of the GAC Motor brand’s operations in Nigeria reporting to the Chairman. This is a general management role encompassing strategy, sales, marketing, and network development, aimed at establishing GAC as a significant player in the market. Responsibilities include:

• Brand Strategy & Market Positioning: Define the long-term strategy for GAC in Nigeria, aligned with the “Made for More” ethos. This involves product positioning, pricing strategies, and ensuring that marketing initiatives reflect GAC’s innovative and high-quality image. The GM will tailor global GAC strategies to local market conditions, deciding which models to push, what unique selling points to emphasize, and how to differentiate GAC from both established competitors and other new entrants.
• Sales and Business Development: Drive GAC’s sales performance across both retail and corporate/fleet channels. Set ambitious sales targets (volume, revenue) consistent with the brand’s growth objectives. Oversee the sales organization and dealer partners to achieve these targets, using data analysis to identify growth opportunities and address performance gaps. The GM should actively cultivate relationships with key customers (including government and corporate fleets) to win large deals, positioning GAC as a viable alternative to traditional brands.
• Dealer Network & Customer Experience: Expand and strengthen GAC’s dealership network in Nigeria. This includes appointing capable new dealers in strategic locations and ensuring existing dealers meet the brand’s standards for showroom quality, customer service, and facilities. The GM will implement network development plans to increase GAC’s footprint. Alongside network growth, enforce a consistent customer experience: GAC showrooms and service centers should reflect the brand’s premium aspirations
• Operational Management: Coordinate cross-functional operations for GAC. Work closely with CIG Motors’ central teams and other brand GMs to leverage shared services (logistics, parts, finance), while also advocating for GAC-specific needs. Ensure that vehicle supply, importation/assembly, and logistics for GAC models are efficiently managed. Maintain quality control over pre-delivery inspections and any local assembly processes. Also ensure compliance with any Chinese OEM requirements – GAC’s corporate reporting, branding guidelines, and training programs should be adhered to.
• Financial Performance & Reporting: Take charge of GAC’s P&L, ensuring that the business not only grows top-line sales but also remains financially sustainable. Monitor selling prices, incentives, and costs (including dealer margins, marketing spend) to optimize profitability. Prepare and deliver detailed performance reports to CIG Motors executives, including monthly summaries and quarterly business reviews. These reports must highlight GAC’s sales results, revenue and margin status, dealer performance, market trends, and any significant risks or opportunities, along with the GM’s strategic recommendations.

Commercial KPIs: The GAC GM’s effectiveness is measured by a set of clear KPIs linked to the brand’s growth and financial health:

• Sales Volume & Market Penetration: Achieve the annual unit sales target for GAC vehicles. A key goal is to substantially increase GAC’s share of the Nigerian new car market in the relevant segments (SUVs, sedans, etc.), quarter by quarter. Year-on-year growth in sales volume is a critical metric, as GAC is in expansion mode.
• Revenue & Gross Margin: Deliver on revenue targets while managing discounting and costs to maintain healthy margins. KPIs include overall GAC revenue (in Naira) and gross profit per vehicle or per quarter. The GM must balance competitive pricing with the need to avoid eroding the brand’s value.
• Dealer Network Metrics: Increase the number of active GAC dealerships and improve their performance. KPIs could include number of new dealers added in a year, average sales per dealer, and dealer profitability indexes. The GM should also monitor dealer inventory levels and sell-through rates (to ensure the pipeline is healthy and avoid overstock).
• Customer Satisfaction & Brand Uptake: Ensure that GAC buyers are satisfied and become advocates for the brand. While qualitative, this can be measured through customer satisfaction scores in sales and service, warranty claim rates, and possibly repeat purchase rates or referral rates. The GM should track any “voice of customer” feedback for the GAC brand specifically and address systemic issues 
• Innovation & “Made for More” Initiatives: As a secondary metric, the GM might set internal targets for introducing innovative practices in line with “Made for More”.

Ideal Candidate Profile: The GM, GAC role requires a high-caliber automotive leader capable of building an emerging brand into a mainstream contender. The ideal profile is:

• Automotive Leadership Experience: 12–18+ years in the automotive industry, including significant senior management experience in passenger vehicle sales/operations. Candidates who have been country managers, sales directors, or brand managers for well-known car brands are preferred. 
• Strategic and Analytical Thinking: A proven ability to formulate and execute business strategies. The candidate should have demonstrated skill in analyzing market conditions and adapting strategy accordingly. Experience launching new products or entering new markets is highly relevant 
• Track Record of Growth: We look for a track record of growing a business or turning around an underperforming unit. Evidence could include achieving double-digit sales growth, expanding a dealer network, or improving profitability in prior roles. 
• Leadership & People Skills: Exceptional leadership and stakeholder management abilities are essential. The candidate must be able to inspire and drive a sales organization, negotiate with dealers and partners, and represent GAC credibly to external stakeholders (media, government, corporate clients).
• Educational Background: A relevant bachelor’s degree is required; a master’s or MBA is strongly preferred, reflecting the strategic nature of the role. Professional development courses in leadership or strategy execution would be a plus.

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