Sales run-rate per agent: 25+ systems per month(Malawi) <8 systems per month(Uganda) Portfolio health : 85% of customers are up to date with payments (Malawi) Sometimes less than 70% of customers are up to date with payments(Uganda)

At the unit economics level, which in this instance means the agents ability to create a sustainable business for themselves given the commission and the market available to them, our model does not provide sufficient income to them for Yellow to be their number one priority.

What we have done so far: We have recruited agents outside of major urban centres in the rural region between Mukono, Jinja, Kayunga and Buikwe. Using Ofeefee, we have trained them digitally, as well as in-person. We have provided them with stock and t-shirts. We have analysed the market, and offered a superior basic SHS product at a price that is cheaper than competitors. Strategically, we have 2 remaining years of runway to find a better way to serve Ugandan customers.

1) What do you think the major problem is in our Ugandan operation?

2) What questions would you ask to better understand what is holding back current performance?

3) Once you had a hypothesis about how to improve performance, how would you test it?

4) What 3 things would you do right away, if you were given the opportunity to become the country manager?