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IT Product CompanyFrom chaos to a working operating system, in six months
A breakthrough product and reputed clients, undermined by slipping execution and a growing pile of overdue receivables.
The situation
A fast-growing IT product company with a genuine breakthrough product and reputed clients across India and abroad — but chaos behind the scenes: mismanaged product development, slipping execution, and a growing pile of overdue receivables dragging on cash flow.
The most urgent problem wasn't the product. It was that nobody in the organisation had real clarity on their role, their department's priorities, or how their work fit the bigger picture.
What we did
- Ran a department-by-department gap analysis and proposed a new org structure.
- Wrote an operations manual defining systems, roles and KPIs for every position, agreed with the team rather than handed down.
- Started monthly meetings with department heads to work through inter- and intra-department friction.
- Bucketed every outstanding payment by age and drove structured follow-up; recommended a National Distributor to keep future payments on a defined timeline.
- Made CRM use mandatory across sales and marketing, reviewing leads and prospects against results at regular intervals.
Where it stands now
Inside roughly six months, the atmosphere on the ground had visibly changed — from chaos to a team that understood exactly where the organisation was heading.
A channel development programme was introduced to identify, onboard, train and nurture partners domestically and internationally, backed by a channel portal for faster information, lead registration, performance tracking and purchase orders.
months to a KPI-driven organisation