Team Lead - Sales & Operation

Role & responsibilities

The operating rhythm

• Run the daily model: morning ops block stock and warehouse review, QC scheduling, dispatch coordination, pipeline review; afternoon sales block field visits and outreach with the team.
• Run the weekly review and the training loop: sales outreach is recorded; you review it with each person weekly, coach constructively, and run one training session a week.
• Own the operating calendar: launches, campaigns, school-programme activations and exhibition support land on time because you sequenced them.

People

• Manage the management-trainee cohort day to day: territory and account allocation, joint field visits, pipeline hygiene, development plans.
• Set the team's standards by example: how feedback is given, how mistakes are handled, how customers and juniors are spoken to.
• Support hiring as the team scales; onboard new joiners into the operating rhythm.

Operations

• Inventory oversight across Gurugram and Kolkata: cycle counts, stock accuracy, reorder flags, slow-stock escalation.
• Incoming QC cadence for shipments of safety-critical product — sampling, accept/reject discipline, quarantine-and-escalate on safety defects, records.
• Logistics and dispatch coordination with partners; service recovery on retailer escalations.

Commercial

• Own the B2B retail sales cadence: account plans per store, trial-to-repeat conversion, terms discipline within the models set by the promoter.
• Coordinate fulfilment for the OES channel led by group marketing; if you bring OES/OEM dealer-network capability yourself, this scope grows with you.
• Report weekly to the promoter: sales, stock, service, people — with your reading, not just numbers.

What you won't own

• Brand strategy, pricing architecture and the five-year plan — set by the promoter; you execute and feed back.
• OES account ownership — led by a Paracoat group marketing resource; you coordinate fulfilment (unless scoped otherwise at offer).
• Creative production and paid-media buying — owned by the marketing seats; you own the cadence they run on.

Competencies

Must-have

• People management that people stay for: you can give hard feedback without humiliation, run a team without raised voices or abusive language, and show us former team members who would work for you again. We check this — see assessment.
• Field-sales team management: you have run people who sell in the field, with the discipline of reviews, pipelines and joint visits.
• Operational literacy: stock, warehouse, dispatch and QC hold no fear; you can read an Excel stock sheet and spot the problem.
• Communication in Hindi and English that works from a warehouse floor to an OEM meeting room.
• Structured weekly operating habits: reviews happen, on time, every time.

Strong plus

• OES / OEM dealer-network or auto-accessory channel experience (two-wheeler ecosystem especially) — this materially raises the role's scope and value.
• Consumer durables, FMCG, baby-care or safety-category background.
• Experience standing up basic systems (CRM discipline, trackers, SOPs) in a young team.

Preferred candidate profile

4–7 years, of which at least 2 managing a team of 3+ (field or retail teams preferred). Category experience matters less than management evidence. We will trade years of experience for demonstrated people leadership; we will not trade the reverse.

How we'll assess you

• Management case: a live roleplay — deliver difficult feedback to an underperforming but sincere trainee. We are watching how, not whether.
• Operations case: a realistic stock/QC/dispatch scenario with incomplete data and a deadline.
• Reference checks with former direct reports, not only managers. We will ask your juniors what it was like to work for you. If that sentence worries you, this is not your seat.
• Final conversation with the promoter on operating philosophy.