A. Sales Strategy and Revenue Delivery

- Own the annual sales plan and its zone-wise, category-wise and month-wise phasing; deliver the FY27 revenue target and set the trajectory for the following two years.

- Drive the weekly sales operating rhythm - geo-based tracker reviews, funnel and beat-plan discipline, exception management - across all five zones.

- Balance the retail/dealer business and the projects/institutional business, with clear sub-targets, resourcing and review cadence for each.

- Institutionalise a demand-forecasting discipline linked to production planning and dispatch, reducing stock-outs and slow-moving inventory.

B. Margin, Pricing and Product Mix

- Own the blended gross margin line; drive the planned improvement from ~19% to ~21.5% through category mix enrichment, premiumisation and disciplined price management.

- Govern the pricing architecture - list prices, zone-level differentials, scheme design, discount authority matrix - and eliminate unstructured discounting.

- Shape the product portfolio jointly with R&D and operations: identify white spaces, rationalise tail SKUs, and prioritise launches with superior contribution margins.

C. Channel and Market Development

- Expand and deepen the dealer/distributor network: territory mapping, partner selection, onboarding, credit norms, ROI assurance and periodic performance grading.

- Build the applicator/contractor/influencer ecosystem - training programs, loyalty schemes and site-level demonstrations - as a durable demand-generation moat.

- Develop the specification channel: architects, structural consultants, PMCs, builders and government bodies, converting specifications into project orders.

D. Marketing, Brand and Customer Experience

- Build the Mcon brand plan on a cost-effective, ROI-measured basis: packaging, in-shop visibility, catalogues, digital presence, exhibitions and trade forums.

- Own new product launch management end-to-end - positioning, pricing, channel briefing, field training and post-launch tracking.

- Establish a structured customer complaint and technical-service response mechanism, with resolution turnaround as a tracked metric.

E. Organisation, Team and Systems

- Lead, coach and upgrade the five Zonal Heads and the 40+ member field team; own the sales KRA/KPI framework, incentive design and performance reviews.

- Recruit against a defined organisation structure; build a leadership pipeline and reduce dependence on individual rainmakers.

- Strengthen the sales MIS and analytics backbone - monthly MIS, dashboards and data-led reviews - in partnership with the finance and MIS functions.

- Ensure receivables discipline: credit policy adherence, DSO control and overdue escalation, working jointly with finance.

F. Leadership and Governance

- Serve as a full member of the senior leadership team; present the commercial performance, outlook and risks to the Board/promoters each month with candour and data.

- Uphold complete integrity in channel dealings, schemes and credit decisions; institutionalise clean commercial practices as the company scales.