Operating baseline for non-sales
High-level only. The goal is one agreed baseline number and scope — it becomes the denominator we measure outcomes against, not the headline.
1.1 Non-sales strength & cost
The technology, operations and support teams outside the sales/field org. Headcount and annual fully-loaded cost (salary + benefits), split on-roll vs. contract if you have it.
Population
Headcount
Annual fully-loaded cost
1.2 Split by function
Approximate is fine. Include large contractor / BPO spend doing the same work.
Function
Headcount
Annual fully-loaded cost
Anything we've missed
Other non-sales functions, with rough headcount and cost.
1.3 Tooling & infrastructure
1.4 What success looks like
Beyond headcount reduction — what business impact over the next 18–24 months would make this a win? Faster turnaround, freed capacity moved to revenue work, better customer or employee experience. Cost is one input; business value is the anchor.
The people layer around the tools
Where analysts sit, and how much of their day goes into preparing data rather than using it.
Where analysts concentrate
Data and business analyst headcount by department and by workload — loan distribution, offline payments, product, growth marketing, finance, business ops.
Who sits in the middle
Teams that prepare or transform data before it's usable by decision-makers, and roughly how much of their time that takes versus actual analysis.
Spreadsheet dependency
Where critical numbers get computed outside the systems of record — e.g. finance revenue schedules built from partner data in Google Sheets, later reconciled to a single SAP entry.
How the work actually gets done
What ops teams spend their days on, and what faster resolution would be worth to the business.
What delay costs today
For the main ticket categories: what does slow resolution cost — SLA breaches, blocked downstream work, customer or employee impact, revenue at risk? And what would instant resolution be worth?
Automation inventory
For the JSM automations already in place (e.g. 48 on HR-admin, 22 on marketing-design) — is each built natively in JSM, or does it call an external platform?
Work that never reaches JSM
Step-by-step ops work living elsewhere: invoice processing, legal contracting, recruitment and onboarding (Genesis, ~10K field hires/quarter), the ~1.5M-device asset system, sales-ops on WhatsApp and spreadsheets.
The CRM question
Understanding the driver behind LeadSquared before anyone proposes a solution.
Genuinely discovery — we'd rather understand the need first than assume the answer.
Why a CRM now?
Sales and lead work has historically run on Excel and WhatsApp groups. What changed? What problem is a CRM meant to solve that the current way can't?
Which journeys should it capture?
Capturing leads, tracking follow-ups, nudging users who dropped off, hand-offs between teams — what matters most?
Which business lines is it scoped for?
The newer lines (Paytm Money, Insurance, Bank), or does it extend to core payments, wallet and UPI?
Discovery & baselining