Job descriptionRole Summary The Program Manager will be the operational glue between Chai Point's Supply Chain (SCM), Finance/Billing, Collections, and Account Management teams — and, where needed, the customer's own procurement/finance stakeholders — for every new large account and every material site-addition cycle. The mandate is simple to state and hard to execute: no site should sit un-invoiced or unpaid because of a coordination gap. This is an execution and process-ownership role, not a strategy role. Success is measured in cycle-time reduction, POD-to-invoice turnaround, and collections DSO for new accounts — not in decks produced. Key Responsibilities 1. End-to-End Onboarding Coordination (Large Accounts) - Own the onboarding playbook for every new large account (defined as accounts with multi-site, phased rollout commitments) from contract signing through first invoice realization. - Build and maintain a live tracker (sites committed → sites installed → POD received → invoice raised → payment collected) per account, visible to SCM, Finance, and Account Management. - Proactively flag and resolve bottlenecks before they cascade — e.g., installation completed but POD pending, POD received but invoice format mismatch, invoice raised but customer PO reference missing. 2. SCM–Finance Coordination - Work with SCM to ensure installation schedules are matched with POD collection SLAs (i.e., POD capture is built into the installation workflow, not chased after the fact). - Work with Finance/Billing to align invoicing cycles with POD availability and customer-specific invoicing calendars (many large customers run monthly cut-offs, three-way match requirements, or portal-based invoice submission — e.g., Ariba/Coupa-type systems). - Maintain a standard document checklist per customer (PO format, GRN/POD format, invoice format, TDS/GST documentation requirements) so onboarding doesn't restart from scratch for every account. 3. Account Manager Interface - Act as the single point of contact for Chai Point Account Managers on all billing/documentation questions relating to their accounts — so AMs are not individually chasing SCM and Finance for every site. - Brief Account Managers ahead of large rollouts on documentation and invoicing requirements so they can set correct expectations with customers upfront. 4. Collections Support - Partner with the Collections team to ensure the right supporting documentation (POD, GRN, signed delivery challans, invoice copies) is available and audit-ready for every outstanding invoice. - Investigate and help resolve documentation-related payment holds (e.g., customer disputes an invoice citing missing POD or mismatched PO) in coordination with SCM and the customer's AP team. - Provide a monthly view to COO-EW on invoices held up specifically due to documentation/process gaps (as distinct from commercial disputes). 5. Customer-Facing Process Alignment - At the start of operations with every new large account, conduct a structured billing & invoicing kickoff call/session with the customer's procurement/AP stakeholders to align on: PO issuance process, delivery/installation confirmation method, POD format and turnaround expectations, invoice submission process (portal vs. email vs. physical), and payment cycle. - Periodically (quarterly, or as accounts scale) re-engage large customers' finance/procurement teams to review process adherence and pre-empt issues as site counts grow. - Serve as the escalation point when a customer's process changes (e.g., new AP system, new documentation mandate) and needs to be reflected internally. 6. Process Building & Continuous Improvement - Design and continuously refine a standardized, scalable onboarding SOP that can be applied uniformly as new large accounts are added, rather than re-inventing coordination each time. - Identify recurring failure points (e.g., specific document types customers consistently reject, SCM handoff gaps) and drive fixes with the relevant functional owners. - Support system/tooling improvements (e.g., structured POD tracking, invoice status dashboards) in partnership with the CTO/Fountain team where relevant. 7. Reporting & Governance - Reports directly to the COO, EW Business. - Provides a monthly onboarding & billing health dashboard to COO-EW covering: sites installed vs. POD received vs. invoiced vs. collected, ageing of documentation gaps, and account-wise turnaround times. - Works cross-functionally with SCM, Finance/Billing, Collections, and Account Management — this role does not have direct reports initially but is expected to drive alignment through influence and process ownership. Candidate Profile Education: MBA (SCM or Finance specialization) from a recognized institute. Experience: 3–4 years post-MBA, ideally with exposure to one or more of: - Supply chain / logistics operations in a fast-scaling, multi-site B2B environment - Order-to-cash, billing operations, or revenue assurance roles - Vendor/customer onboarding or process coordination roles in B2B services, FMCG, or asset-deployment businesses Must-have skills: - Strong process orientation — comfortable owning and enforcing a checklist-driven workflow across multiple teams that don't report to them. - Working knowledge of the POD-to-invoice-to-collection cycle and standard B2B documentation (PO, GRN, delivery challan, tax invoice, GST/TDS basics). - High comfort with Excel/data tracking for maintaining live, multi-account trackers; comfort with dashboarding tools is a plus. - Sharp communication skills — able to run a structured conversation with a customer's AP/procurement team as confidently as with internal SCM/Finance colleagues. - Bias for follow-through: this role succeeds on relentless, unglamorous coordination, not on one-time fixes. Good-to-have: Prior experience in a B2B vending, leasing, or asset-deployment business model with distributed site operations. What Success Looks Like (First 6 Months) - A documented, repeatable onboarding SOP live and in use for all new large accounts. - Measurable reduction in average POD-to-invoice turnaround time for new large accounts. - A working, jointly owned tracker adopted by SCM, Finance, and Account Management as the single source of truth for onboarding status. - Visible reduction in collections escalations attributable to documentation gaps. - At least one structured billing/invoicing kickoff completed with each new large account at the point of go-live.
