Job Description Role Summary
n 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.
n 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.
n Key Responsibilities
n 1. End-to-End Onboarding Coordination (Large Accounts)
n n 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.
n 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.
n 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.
n n 2. SCM–Finance Coordination
n n 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).
n 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).
n 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.
n n 3. Account Manager Interface
n n 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.




n Brief Account Managers ahead of large rollouts on documentation and invoicing requirements so they can set correct expectations with customers upfront.
n n 4. Collections Support
n n 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.
n 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.
n Provide a monthly view to COO-EW on invoices held up specifically due to documentation/process gaps (as distinct from commercial disputes).
n n 5. Customer-Facing Process Alignment
n n 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.
n 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.
n 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.
n n 6. Process Building & Continuous Improvement
n n 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.
n Identify recurring failure points (e.g., specific document types customers consistently reject, SCM handoff gaps) and drive fixes with the relevant functional owners.
n Support system/tooling improvements (e.g., structured POD tracking, invoice status dashboards) in partnership with the CTO/Fountain team where relevant.
n n 7. Reporting & Governance
n n Reports directly to the COO, EW Business.




n 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.
n 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.
n n Candidate Profile
n Education: MBA (SCM or Finance specialization) from a recognized institute.
n Experience: 3–4 years post-MBA, ideally with exposure to one or more of:
n n Supply chain / logistics operations in a fast-scaling, multi-site B2B environment
n Order-to-cash, billing operations, or revenue assurance roles
n Vendor/customer onboarding or process coordination roles in B2B services, FMCG, or asset-deployment businesses
n n Must-have skills:
n n Strong process orientation — comfortable owning and enforcing a checklist-driven workflow across multiple teams that don't report to them.
n Working knowledge of the POD-to-invoice-to-collection cycle and standard B2B documentation (PO, GRN, delivery challan, tax invoice, GST/TDS basics).
n High comfort with Excel/data tracking for maintaining live, multi-account trackers; comfort with dashboarding tools is a plus.
n Sharp communication skills — able to run a structured conversation with a customer's AP/procurement team as confidently as with internal SCM/Finance colleagues.
n Bias for follow-through: this role succeeds on relentless, unglamorous coordination, not on one-time fixes.
n n Valuable-to-have:
n Prior experience in a B2B vending, leasing, or asset-deployment business model with distributed site operations.
n What Success Looks Like (First 6 Months)
n n A documented, repeatable onboarding SOP live and in use for all new large accounts.
n Measurable reduction in average POD-to-invoice turnaround time for new large accounts.
n A working, jointly owned tracker adopted by SCM, Finance, and Account Management as the single source of truth for onboarding status.
n Visible reduction in collections escalations attributable to documentation gaps.
n At least one structured billing/invoicing kickoff completed with each new large account at the point of go-live.
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📌 Program Manager - Large Account Onboarding & Billing Operations (Bengaluru)
🏢 Chai Point
📍 Bengaluru