SF REQ ID

GSF ID

Skills

No of positions

Experience range

Designation

Salary Range Inc. 10% Variable

Base Location

Timings

Project

NP

Mandatory Skills

13975

10073821

CPQ

1

8-10 Years

Lead Consultant

18 LPA-20 LPA

Primary: Hyderabad. Secondary: Bangalore/ Pune

11.30 am to 8.00 pm

Sales Intelligence Center

Immediate to 15 days

CPQ

Lead Consultant: 8-10 years

Required Profile

- Experience as a Product Owner, Technical Product Manager, Solution Builder, Automation Lead, or Business Process Tooling Lead.
- Strong practical understanding of web application development, databases, workflow logic, product lifecycle management, and release discipline.
- Ability to work with or steer applications built on stacks such as Postgres / Next.js and SQLite / Django.
- Hands-on ability or strong practical fluency in adapting, testing, debugging, and improving business applications.
- Ability to define requirements, user stories, acceptance criteria, release plans, product documentation, and support processes.
- Understanding of CPQ, Configurators, Service Catalogues, Pricing Workflows, Estimation Tools, or Sales Operations Tooling.
- Ability to challenge poor process design and convert business needs into structured digital workflows.
- Comfort with usage Data, Process Metrics, Dashboards, and Continuous Improvement Loops.
- Understanding SAP services, managed services, consulting, or enterprise technology sales is helpful.

Key Responsibilities

- Own the product operation of the configurator landscape
- Manage the AMS, Concierge, and Consulting configurators as products with users, workflows, releases, support needs, and measurable outcomes.
- Maintain a clear view of current functionality, pain points, technical debt, defects, adoption barriers, and improvement opportunities.
- Translate business requirements into user stories, acceptance criteria, release plans, and product documentation.
- Ensure the tools support process discipline rather than simply digitizing existing manual workarounds.
- Professionalize prototype applications over time
- Improve reliability, usability, maintainability, documentation, data quality, and security readiness of the current applications.
- Stabilize the existing Postgres / Next.js and SQLite / Django applications while defining a pragmatic convergence roadmap.
- Reduce uncontrolled local variants, duplicate logic, manual spreadsheets, and ungoverned exceptions.
- Introduce engineering standards appropriate for internal business-critical tools, including testing, release control, documentation, and defect management.
- Act as hands-on product owner and technical builder
- Operate close enough to the code, data model, and application architecture to make progress and challenge technical choices.
- Adapt and develop functionality directly where feasible, and steer internal or external developers where additional capacity is required.
- Balance speed with professionalization, avoiding unnecessary complexity while reducing technical debt.
- Maintain practical technical fluency across web applications, databases, workflow logic, APIs, dashboards, and deployment considerations.
- Execute the feature backlog under SAP Business Leadership ownership
- Recognize that the SAP Business Leadership Team owns the strategic feature backlog and business priority setting.
- Provide fact-based input on effort, impact, dependencies, risks, technical debt,



and sequencing.
- Convert approved priorities into release plans and delivered product increments.
- Create transparency on roadmap progress, backlog throughput, blocked items, and release quality.
- Embed workflow discipline and process efficiency
- Use tools to enforce structured intake, required data, approval steps, handovers, estimation logic, and status visibility.
- Design workflows that reduce manual effort, rework, approval ambiguity, and email-based coordination.
- Ensure the tools support the desired operating model for Sales, Pricing, Proposal, Deal Management, and SIC service owners.
- Make process bypass, missing data, and exception handling visible through reporting.
- Build the internal service storefront concept
- Develop the tools toward a simple and structured internal storefront for SIC and service configuration use cases.
- Enable Sales Teams to find relevant services, configure scope, trigger workflows, and receive explicit outputs without relying on informal channels.
- Ensure the user experience is simple enough to drive adoption while still capturing the data required for quality and governance.
- Connect service catalogues, configuration logic, estimation outputs, and handover workflows where appropriate.
- Create data quality, reporting, and management transparency
- Define key data fields, ownership, validation rules, and reporting views for the configurator landscape.
- Create dashboards for usage, cycle time, data completeness, workflow compliance, support issues, and adoption.
- Connect tool data with offered-versus-delivered feedback loops where feasible.
- Use reporting to identify recurring process issues, adoption gaps, and improvement priorities.
- Drive adoption, support, and continuous improvement
- Support onboarding, user guidance, practical training, and change communication for Sales and SIC users.
- Collect feedback from Sales Teams, service owners, Pricing, Proposal, Deal Management, and leadership stakeholders.
- Track usage patterns, drop-off points, defects, manual workarounds, and recurring support issues.
- Translate user feedback and usage data into improvement actions and release priorities.
- Create a regular release and communication rhythm so users understand what changed and why.
- Key Interfaces
- SAP Business Leadership Team, which owns strategic feature backlog priority setting for the configurators and related tools.
- Global SPOC Team lead, for operating model alignment, prioritization transparency, escalation, adoption, and service performance review.
- Sales Teams, as primary users of configurators, service storefronts, and structured workflows.
- Pricing and Estimation Intelligence, for rate cards, assumptions, cost drivers, pricing logic, and offered-versus-delivered feedback loops.
- Proposal and Bid Management, where tools can accelerate structured inputs, handovers, and proposal preparation.
- Deal Managers and Deal Desk, for deal-stage workflows, approval logic, governance checkpoints,



and deal-support visibility.
- AMS, Concierge, and Consulting service owners, who provide business rules, service catalogues, assumptions, and process requirements.
- IT, Security, and Architecture stakeholders, where infrastructure, access, security, data management, and technical standards are required.
- Internal or external developers, where additional build capacity or specialist engineering support is needed.
- Decision Rights The role decides
- Technical implementation approach for approved backlog items within agreed standards and constraints.
- Release planning, testing approach, defect triage, product documentation, and user enablement rhythm.
- Recommendations for architecture convergence, data model improvement, and reduction of technical debt.
- Operational product improvements that improve usability, reliability, data quality, and supportability.

The role does not decide alone

- Strategic feature priorities, which are owned by the SAP Business Leadership Team.
- Pricing policy, rate-card ownership, or commercial approval rules owned by business stakeholders.
- Security, infrastructure, or enterprise architecture exceptions requiring formal approval.
- Major scope, funding, platform, or organizational changes outside the agreed roadmap.

3.1. What This Role Is Not

- This role is not a passive tool administrator, ticket dispatcher, or report builder.
- It is not an isolated IT role that builds requested features without understanding the sales process, service configuration logic, or operational impact.
- The role should not maintain prototype tools indefinitely without improving reliability, scalability, usability, documentation, and data quality.
- The role should not treat Excel as an acceptable parallel operating model where the process should run through controlled tools.
- The role should not decide strategic feature priorities without SAP Business Leadership alignment.
- Leadership Style
- Product-minded and outcome-driven.
- Technically credible and hands-on where required / Playing Captain.
- Structured, pragmatic, and delivery-focused.
- Able to translate between business leadership, sales users, service owners, and developers.
- Focused on usability, workflow discipline, data quality, and measurable improvement.
- Comfortable challenging unclear requirements and weak process design.
- Committed to professionalizing tools over time while preserving speed and practicality.

5.1. Success Measures

- Adoption of AMS, Concierge, and Consulting configurators by target user groups.
- Share of relevant service configuration and estimation requests handled through tools instead of Excel or email.
- Reduction in estimation cycle time, manual rework, approval ambiguity, and process bypass.
- Improved data completeness, input quality, and workflow compliance.
- Tool availability, defect rate, support ticket volume, and time to resolution tracked and improving.
- Release cadence and backlog throughput visible against SAP Business Leadership priorities.
- Progress against a documented professionalization and convergence roadmap.
- Dashboards available for usage, cycle time, data quality, process compliance, and adoption.
- User satisfaction with usability, speed, transparency, and output quality measured and improving.
- Clear evidence that tooling improves SIC service delivery and Sales Team experience.

📌 Lead CPQ Consultant (India)
🏢 Cloudious
📍 India