Overview:

Built the post-sales and revenue operations function from scratch. Owned retention, expansion, margins, and growth across a ₹42 Cr portfolio.

• Team at joining: 23 people
• Company revenue at joining: ₹110 Cr (~$13M ARR +)
• Company gross margin at joining: 22%
• Client portfolio: 16 enterprise + 26 mid-market accounts (BFSI and Health)
• Operations: 1,800 callers across 12 centres in 7 states
• Reporting: Direct to founders on portfolio health, retention, and margins

Problem 1 — No Outcome Attribution or Shared Visibility

Clients had no visibility into telecalling impact. QBRs were activity reports. Internally, Sales, Ops, Product, and Finance were all looking at different numbers. No single view of account health existed.

What I did:

• Rebuilt QBRs around client conversion and cost-per-acquisition
• Built the internal reporting infrastructure from scratch, tracking:
  • Conversion % PoC—Production timelines
  • ARR, gross margin, NRR per account
  • Call quality, agent activity, milestone completion
  • Escalation frequency and severity
• Aligned this across Sales - Ops - Product - Finance so every team operated off the same account health signals
• This reporting layer became the base for quality fixes, onboarding redesign, cost modeling, forecasting, and expansion

Result:

• InCred: Conversion 2.3% to 3.1%
• Kissht: Spend flat, loan conversions grew 32%