Isabel Phiri

- Co formulate and drive strategy as a member of the organizational steering committee

- Lead the learning and design division that aims to

- Identify knowledge gaps

- Develop and implement research

- Analyze collected data and determine programme impact

- Drive learning and make recommendations to key stakeholders based on learnings.

- Lead the social behavior change studies and team

- Lead market research to achieve enrollment and product adoption goals

- Develop and manage the project budgets

- Manage 3 MEL supervisors, 3 field directors and 1 support officer.

• Contributed to strategy, planning and managed execution of repayment digitalizing of OAF Zambia program which saw the shift of 5000+ farmers from cash to mobile money repayment.
• Maintained relationships as touch point between OAF and all project partners and MNOs
• Contribute to strategy and lead execution of innovations to adapt the systems and processes of the traditional OAF model to the Zambia context, including:

- Creating initial project plans for multiple trial and scale projects on the Scale Innovations team.

- Lead and manage research and behavior change to ensure success of the digitalizing of the repayment system
- Lead the research and execution of operational pivot from a credit- to layaway-based payment model.
- Managed rollout of tablets to field staff to facilitate communication during COVID-19 lockdown.

• Hold management role and manage 6 staff on Scale Innovations team to support quality research and data analysis to drive decisions at project and program level and support their professional development
• Contribute to cross-departmental working groups to align stakeholders from 5+ teams.

• Offered front desk assistance to library users
• Performed cataloguing and classification of library materials
• Managed and maintained library materials and other resources.

- Oversee the Zambia Field and Impact Department with focus on (among others)

1) Creating and testing strategy to grow the Zambia Carbon Agroforestry Program

2) Using data to determine expansion sites

2) Marketing of the Carbon Agroforestry Program in the selected sites

3) Local leader engagement to build rapport

• Head the Field and Impact Department to grow the program from 5000 clients to 12000 clients in one season with the vision to reach 200000 by 2030
• Build relationships with partners and stakeholders to foster a collaborative environment for program success.
• Design and Test strategy to achieve the Vision 2030
• Build and develop talent to support the growth of the program