ReclaimHub — Management, Governance & Delivery Capability
The management team, the board and committee architecture, the governance and the delivery capability underpinning ReclaimHub.
Section 15 · Business Plan
Management, Governance & Delivery Capability
The management team, the board and committee architecture, the governance and the delivery capability underpinning ReclaimHub.
The plan’s execution risk — 66 store openings a year, a regulated
loan book, and a technology build — places a premium on management depth
and governance. The proposed structure separates retail operations,
credit risk and technology under a disciplined group centre.
15.1 Leadership team
| Role | Mandate |
|---|---|
| Chief Executive Officer | Retail strategy, network expansion, franchise programme |
| Chief Financial Officer | Credit and inventory finance, warehouse facility, investor relations |
| Chief Operating Officer | Store operations, refurbishment hubs, supply chain |
| Chief Technology Officer | Valuation engine, platform, marketplace, data |
| Head of Lending | Pawn credit policy, LTV discipline, NCA compliance, collections |
15.2 Governance
- Board and committees: independent-majority board
with audit, risk and credit committees; the credit committee owns LTV
policy and impairment oversight. - Credit governance: the regulated lending entity
operates under a documented credit policy, affordability framework and
collections protocol, audited for NCA compliance. - Franchise governance: standardised operating
manuals, mystery-shopping and valuation audits protect brand and pricing
integrity across franchised outlets. - Reporting: monthly management accounts by
entity, with divisional separation of the credit book from Year 1 to
preserve the sum-of-the-parts optionality at exit.
15.3 Organisation and delivery capability
Delivering roughly 66 store openings a year is an organisational
challenge as much as a financial one. The plan builds a dedicated
rollout function — site acquisition, fit-out, recruitment and training —
running in parallel with a central credit and valuation function that
scales with the book. Headcount grows with the network but is leveraged
by the platform and by franchising, which pushes store-level staffing
onto franchisees in the density-fill phase.
| Function | Year 1 | Year 3 | Year 5 |
|---|---|---|---|
| Store operations (corporate) | ~340 | ~2,100 | ~5,600 |
| Refurbishment hubs | ~90 | ~360 | ~700 |
| Credit, valuation & risk | ~40 | ~150 | ~340 |
| Central & support | ~60 | ~180 | ~360 |
| Total direct headcount | ~530 | ~2,790 | ~7,000 |
This headcount underpins the development-impact case in Section 23:
several thousand direct jobs, weighted toward entry-level retail and
technical refurbishment roles, plus indirect employment through
franchising and supply.
Confidential — this business plan is provided to prospective investors and lenders for evaluation purposes only and may not be reproduced or distributed without the written consent of ReclaimHub Retail Group (Pty) Ltd.