The role
Excitel runs a large, high-velocity field sales engine: five geographic circles, a combined field strength of roughly 1,000–1,250 Field Sales Executives, Team Leads and Zonal Sales Managers, and a centralised telesales team handling inbound and digitally sourced leads.
What that engine does not yet have is a single owner for the programs that shape field behaviour how incentives are designed and paid, how targets are set and normalised across unequal geographies, how underperformance is diagnosed and corrected, how contests are run and settled, how sales fraud is detected, and how SOP adherence is measured rather than assumed.
You will own that layer end to end. This is a builder’s role, not a reporting role. You will design the mechanisms by which 1,000+ people decide what to do each morning, and you will be accountable for whether those mechanisms produced more sales per rupee spent.
Key Responsibilities
Incentives, targets and payouts. Design, model, launch and evaluate all field and telesales incentive schemes. Own the payout governance calendar cut-offs, validation gates, dispute SLA, auditable trail. Set and normalise targets across circles and zones so they are defensible rather than negotiated. Control cost-of-incentive per net add.
Performance management programs. Own ramp expectations for new joiners, minimum performance standards, PIPs, and the escalation path from TL to ZSM to Circle Head. Build the first-90-day ramp program with HR and L&D, including early-warning triggers. Design and settle sales contests, measuring incremental lift against a control rather than gross participation.
Governance. Build the sales fraud and leakage detection program ghost sales, incentive gaming, offer misuse, mis-selling, KYC irregularities. Move from reactive complaint-handling to scheduled surveillance with defined thresholds. Define and score SOP compliance across the sales lifecycle, and run audits across all five circles.
Sales tools. Act as business owner for field-facing tools (FSE app, lead management, CRM, incentive visibility). Translate field problems into prioritised, testable requirements for the Sales Ops Technology team, and own adoption once shipped not just delivery.
Cadence and data discipline. Own the operating calendar for the sales vertical: daily field discipline, weekly circle reviews, monthly business reviews. Establish one version of the truth for sales performance and adjudicate when circle and central numbers disagree.
Experimentation. Run a live pipeline of structured field experiments with proper controls and pre-registered success criteria. A pilot is not a rollout: nothing scales to five circles without a documented result.
Required Competencies
- Hands-on ownership of at least one incentive or commission scheme end to end you designed it, modelled its cost, defended it to sales leadership, shipped it, and lived through the payout cycle.
- Track record of running programs across multiple geographies where you had influence but not authority.
- Strong quantitative ability. Advanced Excel is a floor; SQL strongly preferred; comfort with a BI tool (Power BI, Tableau, Metabase, Looker) expected.
- Written clarity. You will produce scheme documents, SOPs and review packs that thousands of people act on.
- Field instinct: you know how reps actually game schemes, and you treat a scheme an FSE cannot explain back in one sentence as a failed scheme.
Work Experience
- 6–9 years’ experience, with 3+ supporting a large, distributed, feet-on-street sales force. Telecom/ISP, field-heavy fintech, quick commerce, FMCG distribution and direct selling backgrounds all transfer well.
- Exposure to sales fraud analytics or audit; experience writing product requirements for a field-facing mobile app; people management; working knowledge of Hindi.
What this role is not
It is not an MIS or reporting function; dashboards are a by-product. It does not carry a sales target; you own the machinery that helps others hit theirs. It is not a technology delivery role; platform build sits with the Sales Ops Technology team. And it is not a policing function; governance findings go to line leadership and HR with evidence and a recommendation.
