The role in a gist:

General Manager - Renewal

What we are looking for in the role:

1. Eligible borrower strategy - grow the pool, not just the conversion:

- Own the eligibility engine: define and refine the criteria (EMI milestones, DPD thresholds, vintage floors, turnover bands) for Tier 1 (6-EMI), Tier 2 (8-EMI), and Tier 3 (12-EMI) populations.

- Identify and close the identification gap - audit why eligible borrowers are not being flagged in the CRM and fix data, system, or process gaps systematically.

- Work with Credit to expand eligibility without compromising portfolio quality - specifically challenging conservatism in the 8-EMI and 12-EMI tiers where the borrower's repayment track record is demonstrably strong.

- Drive the top-up eligibility model: build a loan-level scoring model along with Data Science Teams that ranks eligible borrowers by conversion probability, offer size, and credit.

- Track and report eligible pool size monthly, with cohort-level analysis by vintage, channel, and borrower segment.

2. Conversion funnel ownership from eligibility trigger to disbursal:

- Own the end-to-end repeat conversion funnel across four stages: identification - outreach - offer acceptance - login-to-disbursal.

- Build and manage the outreach engine: event-triggered WhatsApp and call sequences activated within 24-48 hours of the 6th/8th/12th EMI.

- Design and test offer framing: EMI-led reframing, personalised top-up amounts, pre-approved offer.

- Reduce login-to-disbursal TAT for repeat borrowers by leveraging existing KYC, bureau data, and bank statements already in the system.

- Own the disposition and drop-out analysis: tag every repeat drop-out with a reason code (rate, amount, TAT, competitor, personal) and build a monthly drop-out P&L to quantify the cost of each failure point.

3. Outbound repeat sales team - build and lead:

- Design the repeat sales team structure: dedicated repeat relationship managers (RMs) vs. shared outbound agents; recommend the right model for the business size and defend it.

- Hire, onboard, and manage a team of 8-12 repeat RMs with clear KPIs: eligible contacts per day, conversion rate, disbursement per RM per month.

- Build a coaching and performance management cadence: weekly conversion review, call audits, objection-handling training using real call recordings from the repeat book.

- Design the incentive scheme for the repeat team: weekly variable payout linked to disbursal milestones, quality gate (no early DPD on disbursed loans), and customer satisfaction score.

4. Portfolio and risk quality:

- Maintain the repeat book's credit quality: monitor 30/60/90 DPD on repeat-disbursed loans separately from the fresh book, with a target early delinquency rate below the fresh book benchmark.

- Enforce a seasoning discipline: no repeat loan counted as a conversion unless the borrower has completed the defined EMI.

- Work with Credit to build a repeat-specific underwriting model that uses repayment history, utilisation behaviour, and business cash flow trajectory rather than re-running full fresh underwriting on every file.

5. Technology and data:

- Own the product requirements for the repeat journey on the borrower app and CRM: pre-approved offer display, one-click expression of interest, document reuse, digital sanction letter.

- Drive integration between the core banking system (CBS), CRM, and CleverTap so eligibility triggers fire automatically and outreach journeys launch without human intervention.

- Build the repeat vertical dashboard: daily metrics on eligible pool, outreach coverage, stage-wise funnel conversion, and disbursement.

6. Strategic P&L ownership:

- Own the repeat vertical P&L: disbursement revenue, cost of processing cost, credit cost, and EBITDA contribution.

- Present a monthly repeat business review to the Founder: cohort performance, conversion funnel analysis, drop-out root causes, and the next 90-day action plan.

- Benchmark repeat conversion performance against industry peers quarterly and identify specific practices to implement.

Qualification & Experience:

- MBA from a recognised institution, with Finance, Marketing, or Strategy as the primary specialisation.

- Undergraduate degree in any discipline. Engineering, Commerce, or Economics backgrounds all perform well in this role.

- Total Experience: Minimum 10 years (preferred: 12 - 14 years).

- MSME / SME Lending: Minimum 6 years (preferred: 8+ years).

- Team Management (10+ people): Minimum 2 years (preferred: 4+ years).

- Repeat / Renewal / Top-up Vertical: Minimum 2 years (preferred: 4+ years).

- Fintech or Tech-Enabled NBFC: Minimum 1 year (preferred: 3+ years).