Program manager – large account onboarding & billing operations

Role 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 B2 B environment Order-to-cash, billing operations, or revenue assurance roles Vendor/customer onboarding or process coordination roles in B2 B 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 B2 B 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 B2 B 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.