Associate, Investor Relations

If you want to understand how mission-driven capital actually works — and build the function that moves it — this is your role. This is not a support role. You will not be handing off work or waiting for instructions.

In 18 Months, You Will Have:

• Tracked, applied for, and secured grants from a foundation or bilateral donor — taking it from opportunity identification through to signed agreement.
  
• Built and maintained a live fundraising pipeline that gives leadership real-time visibility into where we are in every active raise.
  
• Built stakeholder engagement processes that make every investor and donor feel informed, valued, and confident in Babban Gona’s stewardship of their capital.
  

• Own the full fundraising cycle across debt, equity, and grant capital — from identifying opportunities and building the case, through due diligence, negotiation, and close.
  
• Prepare high-quality investment memoranda, information packages, and financial models that make Babban Gona’s story compelling and the numbers airtight.
  
• Coordinate due diligence processes — organise data rooms, manage document requests, and liaise with internal teams to ensure investors get what they need, when they need it.
  

• You are 3 to 5 years into a career at the intersection of finance, fundraising, and stakeholder relationships. You have worked on capital raises or grant processes before — not just in a supporting role, but as someone who owned a piece of it. You know what a good proposal looks like.
  
• You are organised without being rigid. You can manage five active processes simultaneously — a grant proposal deadline, an investor reporting cycle, a DFI due diligence request — without dropping any of them. You write clearly. You communicate proactively. You do not wait to be chased.
  
• You care about what you are raising capital for. The fact that this money goes to smallholder farmers in Northern Nigeria — doubling their yields, tripling their incomes, keeping their children in school — matters to you. Not as a marketing line. As a reason to do the work well.
  

• Take ownership of outcomes, not just tasks — if a grant report is late, that is your problem to solve, not escalate.
  
• Build relationships with investors and donors that go beyond transactional — you understand that trust is the real currency in capital markets.
  
• Thrive in fast-moving, ambiguous environments where the brief is rarely perfect and the work cannot wait.
  
• See the mission in the numbers — and let that sharpen, not soften, their analytical rigour.