Job Description:

Executive Summary: Convert TARAjeevan's proven product (the Jal Tara Kit), the DA/TARA brand equity and a substantial dormant customer base into a growing, collected order book through direct institutional sales, government-programme penetration and a distributor and franchise channel. Year 1 targets are a floor, not the ambition; the 3-to-5-year objective is an order book of INR 2 to 5 crores, with tripling of annual kit revenue within 24 months as the first staging post.

Role mandate

The role holder will own the TARAjeevan revenue line end to end and carry subsidiary responsibility for general management of the unit. This includes identifying and engaging institutional buyers, reactivating lapsed accounts, building and managing a protected distributor and franchise channel, converting interest into collected revenue while safeguarding margins, and overseeing day-to-day operations, production continuity and staff coordination. The role holder is expected to master the whole business quickly and build a credible plan for scaling it to crore-level revenues. The role sits within a social-enterprise group with a strong development mandate; the role holder is expected to build and carry the team, working collaboratively with long-serving colleagues and drawing on their institutional knowledge rather than working around them. Success is measured by collected revenue, kits sold, debtor days, active accounts, channel partners generating repeat offtake, and operational resilience.

Core accountabilities

1. Direct institutional sales and account reactivation

1. Mine and reactivate the historical customer base held in company records, prioritising known repeat buyers in the first 90 days.
2. Build named account plans across Jal Jeevan Mission and PHED departments, primary health centres, hospitals, schools, health-focused NGOs and food-service establishments.
3. Own the full cycle from lead to collection, maintaining CRM-quality records of all interactions, quotes, orders, receivables and next steps.
4. Pursue GeM listing and government-tender readiness for institutional procurement.

KPIs

• Minimum INR 8 to 10 L of new collected revenue within the 6-month probation period.
• INR 15 to 20 L of incremental collected revenue in Year 1.
  
• 15 or more active institutional accounts by end of Year 1, with debtor days below 45​​​​​​​
  Qualified pipeline maintained at 3x the quarterly target, reviewed weekly.

2. Distributor and franchise channel development
   1. Prepare and present a first-cut distributor and franchise structure within the first 60 days, covering candidate profiles, territory logic, wholesale pricing, minimum-offtake conditions and legal safeguards.
   2. Design and pilot the model with enforceable NDAs, non-compete clauses and minimum-offtake conditions tied to territory exclusivity.
   3. Prioritise health-focused NGOs and government-supply operators as first franchisees.
   4. Establish wholesale pricing, ordering and replenishment processes that protect the company's commercial interests.

KPIs

• First-cut distributor and franchise structure presented for management approval within 60 days of joining.
• 3 to 5 distributors or franchisees signed with paid first orders in Year 1.
• Each channel partner delivering INR 3 to 5 L annual offtake at steady state.
• No channel agreement executed without a legal-grade NDA and minimum-offtake clause.

3. General management and operational resilience
   1. Oversee production scheduling, order fulfilment and quality assurance in coordination with the production team, ensuring continuity is never dependent on a single individual.
   2. Coordinate inventory planning for key components, including pre-stocking of critical chemicals for large orders.
   3. Support day-to-day decision-making on working conditions, workflows and workspace standards, escalating only investment and financial-commitment decisions.

KPIs

• Documented production and fulfilment backup arrangements in place within the first quarter.
• Inventory availability such that no confirmed order is delayed for want of components.
• Workspace and process improvement plan submitted within 90 days.

4. Internal referral channel and marketing
   1. Activate DA field-staff referrals through a unit-level incentive mechanism, ensuring TARAjeevan is top of mind whenever field teams encounter water-testing needs.
   2. Develop basic sales collateral, pricing sheets and a tender-response capability.
   3. Represent TARAjeevan at relevant health, WASH and government forums.

KPIs

• 10 or more orders originated through internal DA referrals in Year 1.
• Collateral and price lists current at all times, with tender responses within stipulated deadlines.

5. Product competitiveness, digitization and market intelligence
   1. Evaluate white-label and OEM partnerships for digital, microprocessor-based water testing, including sensor-based multi-parameter options, and present a costed digitization pathway for management decision.
   2. Gather structured market intelligence on competing products, buyer concerns and adoption barriers, benchmarking the kit against both conventional and digital alternatives.
   3. Produce a monthly sales MIS covering pipeline, conversions, debtor ageing and margin per order.

KPIs

• Costed digitization or white-label proposal presented within the first 2 quarters.
• Documented competitor and pricing assessment updated quarterly.
• Monthly MIS delivered without fail.

6. Commercial hygiene, cost reduction and compliance
   1. Lead supplier negotiations and a full BOM review to reduce kit cost, closing the price gap with competing products while protecting margins.
   2. Own the currency of all product certifications and regulatory requirements, including verification and renewal of NABL certification and any further accreditation needed to legitimise the kit for institutional procurement.
   3. Feed supplier, pricing and cost intelligence back into pricing reviews on an ongoing basis.

KPIs

• Refreshed BOM with negotiated supplier pricing within the first quarter.
• Demonstrated reduction in kit production cost within Year 1 without compromising quality.
• All certifications verified within the first 60 days and maintained current thereafter, with a compliance register in place.
• At least 2 actionable cost-reduction or pricing recommendations per year arising from field intelligence.

Candidate expectations:

• Demonstrated institutional or B2B sales record, preferably in water, health, diagnostics or allied sectors. Comfortable in a lean, capital-conscious environment.
• Able to build and carry a small team, respect institutional memory.
• Able to work collaboratively within a social-enterprise culture.

How to Apply?

Please submit your updated curriculum vitae (CV), including 200 words cover letter explaining why you think you are suitable for the job of “General Manager - Sales and Business Development”.

Applications can be e-mailed to careers@devalt.org. The last date to submit your application is 01 November 2026 with subject Job Application – “GM-Sales and Business Development”. Only shortlisted candidates will be contacted.