Offsites by Pickyourtrail

Santosh — Business lead / orchestrator

1 pax24 L / yr · 0.5 of cost

Problem

Scale a new vertical and run it profitable. Offsites runs today on a few large accounts and on me being in every deal, every product call and every escalation. Nobody owns the full loop from lead to delivery to review. Flights are 40% of every deal and we have no playbook for them.

How

Business and PnL. I own the PnL and the Revenue target (nett of GST). I split the AOP across sellers with the Sales Lead. I decide on hires, on the Ops Lead question, and on outsourcing calls like visa.

Sales. I sit in on CXO conversations for anchor and large accounts only. I chair a weekly pipeline review with the Sales Lead.

Product. I set the product priorities for the Product Head: which destinations, which price points, which venues get contracted first. I hold the tourism board and supplier relationships that give us rates and support no competitor gets. I run a weekly product and delivery review with the Product Head.

Flights. I own the airline relationships and the flights playbook. Flight Ops sits under the Ops Lead for delivery and executes against it.

Hold the SPOC relationship with every airline we work with
Learn how group business works with each airline: group desk process, series fares, deposit and name-list timelines, block release rules, incentives
Map which airlines fly each common region from each major Indian hub, so Flight Ops has a routing matrix instead of building it per deal
Learn how to make money on flights as a business line: group fare margins, commission and PLB structures, when to block seats early vs buy on demand
Own flight margin as a PnL line, since flights are ~40% of every deal

Delivery. I own the handover rules between sales, product and ops so deals do not fall between teams. I own client reviews after every trip and the fix list that comes out of them.

Responsibilities: Business lead · Overall PnL · Revenue · Delivery and 10/10 reviews · Flights

Sales Lead

1 pax17.5 L / yrReports to Santosh

Problem

We have no senior seller who can sit with a CXO, close a 2 Cr deal and manage a team at the same time. Targets exist but nobody owns the quarterly number or the forecast.

How

Starts as a seller with a personal quarterly Revenue target (25–30 L, nett of GST). Takes on the lead plan and the team's combined number as experience proves out
Hires and manages the other four sellers
Owns the pipeline: coverage, forecast accuracy, new logo vs expansion mix
Runs the sales-to-product-to-ops handover so a closed deal reaches ops complete
Owns payment closure after travel

Profile: 6 to 8 years B2B or B2C sales from Zoho, Tally, Plum type companies. Able to build rapport and sit with a decision maker or a CXO.

Sales

4 pax17.5 L each · 70 LReports to Sales Lead

Problem

Corporate buyers get a generic pitch and a slow quote. Deals stall because the seller cannot answer product or price questions on the call.

How

Each seller owns a set of accounts and a quarterly Revenue target of 25–30 L nett of GST, about 9–12 L a month. Final targets set once the incentive format is approved
Sells from the ready itinerary pool the Product Head builds, so a quote goes out the same day
Builds rapport with the decision maker and stays on the account after the trip for the repeat

Profile: 6 to 8 years B2B or B2C sales from Zoho, Tally, Plum type companies. Sales is 5 pax / 87.5 L in total including the lead. Commission over and above CTC — see the Incentives tab.

Pre-Sales

1 pax5 L / yrActive from JFM'27Reports to Sales Lead or Product Head — to decide

Problem

Sales today waits for inbound or referrals. There is no steady top of funnel and sellers spend selling hours on cold outreach.

How

Runs outbound on LinkedIn, email and events
Builds and maintains the target list of companies with a major Indian workforce
Cold reach out to at least 100 corporates a month
Organises 20 meetings with the sales team a month
Onboards 5 logos a quarter
Tracks every reach out in the CRM so we know cost per meeting

Incentive

Every sales-qualified meeting organised earns the pre-sales resource an incentive
500 INR per qualified meeting
5,000 INR for every onboarding

Product Head

1 pax20 L / yrReports to SantoshMust-have hire

Problem

Every offsite is built from scratch after the enquiry comes in. That means slow quotes, inconsistent margins and no control over what we sell. Short haul at Pickyourtrail works because contracting comes first and itineraries are built on contracted rates. Offsites has none of that.

How

Contracts first. Locks rates with hotels, event venues, DMCs and transport in the top destinations
Then builds a pool of ready itineraries at fixed price points: 60K, 80K, 1 L, 1.2 L, 1.5 L per pax, with flights taken as roughly 40% of the total
Bells and whistles like gala dinners, branding, awards and production sit as add-ons on top of the base product, priced separately
Scouts new venues and hotels every quarter and refreshes the pool
Shares the pool with sales as sellable products, not raw rates
Owns land margin
Two direct reports: Product Ops and the Ops Lead. Operations, visa and flight ops roll up through the Ops Lead. Starts with one Product Ops; a second is hired once the itinerary pool is live

Product Ops

1 pax5 L / yrReports to Product Head

Problem

Once a deal closes, the itinerary changes, suppliers need confirming and margin leaks in the gaps. The Product Head cannot do this for every booking.

How

Takes over from the Product Head once the contract is signed
Builds the final itinerary for that group
Confirms hotels, transport, restaurants and activities
Pushes for margin after sale through upsells and supplier renegotiation
Owns closure of the booking and the file that goes to ops

Flight Ops

1 pax12 L / yrReports to Ops Lead

Problem

Flights are about 40% of every offsite cost and we treat them as a pass-through. Routing decisions are ad hoc and margin on air is close to zero.

How

Maps routes and airlines for the top 5 destinations, including group fare options and series bookings
Recommends the best routing per group for cost and timing
Negotiates group fares with airlines and owns air margin
Executes the flights playbook Santosh owns. Reports to the Ops Lead for day-to-day delivery; Santosh holds the airline relationships

Operations + Tour Managers

4 pax6 L each · 24 LReports to Ops Lead

Problem

Post-sales is where reviews are won or lost. Vouchering, changes and on-ground handling need to be consistent across every group.

How

Same as today. Owns the group from booking closure to travel completion
Vouchering, client communication, pax changes, itinerary changes, activity additions and room upgrades
Runs the show on ground as offsite managers
Target: 10/10 reviews on every trip

Ops Lead

1 pax15 L / yrReports to Product HeadManages Operations, Visa, Flight Ops

Problem

Four Operations + Tour Managers, the visa partner and Flight Ops need day-to-day coordination. Today that falls on Santosh or the Product Head.

How

Runs the ops desk. Allocates groups to tour managers. Manages Operations + Tour Managers, the visa partner and Flight Ops
Tracks vouchering and on-ground readiness
Handles escalations during travel
Owns the on-ground and air delivery of every trip end to end; the Product Head stays on product and contracting

Visa

1 pax10 L / yrManaged by Ops LeadOutsourced for now

Problem

Long-haul offsites need visa handling at volume. One rejection can cost a pax or a group.

How

Outsourced partner managed by the Ops Lead
Handles documentation, appointments and follow-up for long-haul groups
Budget of 10 L covers the year
Fee is added to the plan only when a long-haul trip needs it

Team	Pax	Cost per pax	Total / yr	Remarks
Santosh	1	24,00,000	24,00,000	0.5 of cost
Pre-Sales	1	5,00,000	5,00,000	Active only from JFM'27 — half of this cost lands in the AOP
Sales	5	17,50,000	87,50,000	5 sellers incl. the Sales Lead - based on the time we hire - AOP will not reflect same cost
Product Head	1	20,00,000	20,00,000	- Based on hiring time - Cost will not impact entire year
Product Ops	1	5,00,000	5,00,000	Start with 1. Product Head and Operations cover the rest; second hire later
Flight Ops	1	12,00,000	12,00,000	Year cost - currently Madhan. Set at 12 L (sheet shows 15 L)
Operations + Tour Managers	4	6,00,000	24,00,000	- Currently 2 resources for first 6 months - Oct to Mar to have additional 2 more resources
Ops lead	1	15,00,000	15,00,000	Current cost of Syed. Manages Operations, Visa and Flight Ops
Visa	1	10,00,000	10,00,000	Outsourcing fee. Added to the AOP only when needed
Total salaries	16		2,02,50,000

Line	Total / yr	Basis	Notes
Salaries	2,02,50,000	From the table above
Marketing Spend	1,00,00,000	- We didn't spend on the first 6 months - So we will spend only 50% of this in the next 6 months	I shall explain about the thought process behind this marketing spend - we should not use this for ads rather, it needs to used for closures and relationship management in this business
Incentives (Sales + Product)	22,40,000	4% blended slab on revenue — see the Incentives tab	This will be on slabs - I have taken the maximum - I will share the incentive working seperately
Per diem for Offsite Managers	11,20,000	2% of revenue as travel allowance (decision: 2% basis, not the trip-based working)
Total cost	3,36,10,000	Total Cost - It will be lesser for year 1 because of - Highlevel booking with higher revenue - First 6 months we didn't have marketing cost - We haven't hired as per what is shared here for the first 6 months

Line	Oct 26	Nov 26	Dec 26	Jan 27	Feb 27	Mar 27	OND'26	JFM'27	Total
NBV	350.0	420.0	420.0	462.0	600.6	780.8	1,190.0	1,843.4	3,033.4
GM	30.8	37.0	38.4	42.2	55.2	72.1	106.1	169.4	275.6
GM %	8.8%	8.8%	9.1%	9.1%	9.2%	9.2%	8.9%	9.2%	9.1%
GST	-7.3	-8.8	-9.1	-10.1	-13.1	-17.2	-25.3	-40.3	-65.6
Revenue (nett of GST)	23.5	28.2	29.2	32.2	42.0	54.9	80.9	129.1	210.0
Revenue %	6.7%	6.7%	7.0%	7.0%	7.0%	7.0%	6.8%	7.0%	6.9%
Incentives (4% of Revenue)	-0.9	-1.1	-1.2	-1.3	-1.7	-2.2	-3.2	-5.2	-8.4
Marketing cost	-4.0	-6.0	-8.0	-9.0	-10.0	-11.0	-18.0	-30.0	-48.0
Per diem (2% of Revenue)	-0.5	-0.6	-0.6	-0.6	-0.8	-1.1	-1.6	-2.6	-4.2
Salaries	-7.0	-9.0	-12.9	-14.4	-16.3	-16.3	-28.9	-46.9	-75.8
CM	11.1	11.5	6.6	6.9	13.2	24.3	29.1	44.4	73.6
CM %	3.2%	2.7%	1.6%	1.5%	2.2%	3.1%	2.4%	2.4%	2.4%

Line	Oct 26	Nov 26	Dec 26	Jan 27	Feb 27	Mar 27	OND'26	JFM'27	Total
Santosh (× 0.5)	0.5	0.5	0.5	0.5	0.5	0.5	0.5	0.5	0.5
Sellers (incl. Sales Lead)	2	3	4	5	6	6	3	5.7	4.3
Ops	2	3	4	4	4	4	3	4	3.5
Ops Lead	1	1	1	1	1	1	1	1	1
Product Head	0	0	1	1	1	1	0.3	1	0.7
Product Ops	0	0	1	1	2	2	0.3	1.7	1
Flights Ops	1	1	1	1	1	1	1	1	1
Visa	0	0	0	0	0	0	0	0	0
Pre Sales	0	0	0	1	1	1	0	1	0.5
Total	6.5	8.5	12.5	14.5	16.5	16.5	9.2	15.8	12.5

Line	Oct 26	Nov 26	Dec 26	Jan 27	Feb 27	Mar 27	OND'26	JFM'27	Total
Santosh	2.0	2.0	2.0	2.0	2.0	2.0	6.0	6.0	12.0
Sellers	1.0	2.5	3.9	5.4	6.8	6.8	7.4	19.0	26.4
Ops	0.9	1.4	1.9	1.9	1.9	1.9	4.2	5.7	10.0
Ops Lead	1.2	1.2	1.2	1.2	1.2	1.2	3.8	3.8	7.5
Product Head	0.0	0.0	1.6	1.6	1.6	1.6	1.6	4.8	6.4
Product Ops	0.0	0.0	0.4	0.4	0.8	0.8	0.4	2.1	2.5
Flights Ops	1.0	1.0	1.0	1.0	1.0	1.0	3.0	3.0	6.0
Pre Sales	0.8	0.8	0.8	0.8	0.8	0.8	2.5	2.5	5.0
Total	7.0	9.0	12.9	14.4	16.3	16.3	28.9	46.9	75.8

Line	Oct 26	Nov 26	Dec 26	Jan 27	Feb 27	Mar 27	OND'26	JFM'27	Total
Revenue per seller	11.7	9.4	7.3	6.4	7.0	9.2	28.4	22.6	25.5
Trips (NBV ÷ 50 L)	7.0	8.4	8.4	9.2	12.0	15.6	23.8	36.9	30.3
Trips per seller	3.5	2.8	2.1	1.8	2.0	2.6	8.4	6.5	7.4
Trips per ops	2.3	2.1	1.7	1.8	2.4	3.1	6.1	7.4	6.7
Revenue per trip	3.4	3.4	3.5	3.5	3.5	3.5	10.2	10.5	10.3

Line	Oct 26	Nov 26	Dec 26	Jan 27	Feb 27	Mar 27	OND'26	JFM'27	Total
Flight mix	40.0%	40.0%	40.0%	40.0%	40.0%	40.0%	40.0%	40.0%	40.0%
Flight GM %	1.0%	1.0%	1.4%	1.4%	1.4%	1.4%	1.1%	1.4%	1.3%
Flights GM	1.4	1.7	2.4	2.6	3.4	4.4	5.4	10.3	15.8
Land mix	60.0%	60.0%	60.0%	60.0%	60.0%	60.0%	60.0%	60.0%	60.0%
Land GM %	14.0%	14.0%	14.0%	14.0%	14.0%	14.0%	14.0%	14.0%	14.0%
Land GM	29.4	35.3	35.3	38.8	50.5	65.6	100.0	154.8	254.8
Total GM	30.8	37.0	37.6	41.4	53.8	70.0	105.4	165.2	270.6
Total GM %	8.8%	8.8%	9.0%	9.0%	9.0%	9.0%	8.9%	9.0%	8.9%
GM with product impact (+2–3%)	30.8	37.0	38.4	42.2	55.2	72.1	106.1	169.4	275.6
Final GM %	8.8%	8.8%	9.1%	9.1%	9.2%	9.2%	8.9%	9.2%	9.0%
Global mix (no GST)	20.0%	20.0%	20.0%	20.0%	20.0%	20.0%	20.0%	20.0%	20.0%
GST	7.3	8.8	9.1	10.1	13.1	17.2	25.3	40.3	65.6
Revenue (nett of GST)	23.5	28.2	29.2	32.2	42.0	54.9	80.9	129.1	210.0
Revenue %	6.7%	6.7%	7.0%	7.0%	7.0%	7.0%	6.8%	7.0%	6.9%

Achievement	From (L)	To (L)	Marginal %	Revenue in band	Max in band	Cumulative	Blended % at band end
<85% – No payout	0.0	25.5	0.0%	25.5	0.0	0.0	0.0%
85%–100%	25.5	30.0	2.0%	30.0	0.6	0.6	2.0%
100%–120%	30.0	36.0	3.0%	6.0	0.2	0.8	2.2%
120%–140%	36.0	42.0	5.0%	6.0	0.3	1.1	2.6%
140%–160%	42.0	48.0	6.5%	6.0	0.4	1.5	3.1%
>160%	48.0	60.0	8.0%	12.0	1.0	2.4	4.0%

Companies	Why them	Roles to search
Plum, Loop Health, Onsurity, Pazcare	Employee benefits sold to HR and founders. Same buyer who signs off an offsite. Fast outbound cycles.	Account Executive, Corporate Sales Manager, Business Development Manager
Zoho, Freshworks, Tally	High-volume SMB and mid-market outbound. Sellers are trained on cold outreach and product demos to decision makers.	Account Executive, Inside Sales (closing), Territory Sales Manager
Darwinbox, Keka, greytHR, Zimyo, HROne	HR tech. Sells to HR heads and CHROs, the offsite budget owner. Multi-city presence matches our locations.	Account Executive, Regional Sales Manager, Enterprise AE (mid-market)
Advantage Club, Vantage Circle, Pluxee	Rewards and engagement. Their clients already spend on employee experiences; offsites are the next line item.	Key Account Manager, Corporate Sales, Business Development
Razorpay, LeadSquared, Chargebee (India sales)	SaaS with strong outbound playbooks. Sellers used to quota, CRM discipline and pipeline reviews.	Account Executive, SMB / Mid-market AE
WeWork India, Awfis, Smartworks, IndiQube, Table Space, 91springboard	Workspace and co-working. Sell seats and managed offices to founders, admin and HR heads of the same 50–500 employee companies that run offsites. Outbound, city-based, relationship-led.	Enterprise Sales Manager, Business Development Manager, Corporate Leasing / Sales Manager
itilite, MakeMyTrip myBiz, Yatra corporate	Corporate travel. Know the buyer and the product. Secondary source, since travel experience is not required.	Corporate Sales Manager, Key Account Manager

Source	Why them	Roles to search
Thomas Cook, SOTC, Kesari, Veena World	Large group and packaged-holiday operators. Product teams build itineraries at price points as a daily job.	Product Manager (Holidays), Contracting Manager, Category Head
MakeMyTrip Holidays, Yatra, EaseMyTrip, Thrillophilia, TravelTriangle	Online holiday product teams. Used to price-point ladders, supplier contracting and margin targets.	Category Manager, Destination Manager, Supply / Contracting Lead
DMCs and B2B wholesalers (Ottila, TBO Holidays and similar)	Contracting at source. Deep hotel and ground-handler relationships in short-haul destinations.	Contracting Manager, Product Head, Destination Head
Pickyourtrail short-haul contracting team	Already builds exactly this for Holidays. Internal move if a fit exists.	Market Design / Supply Contracting

Role	Profile	Source
Pre-Sales	1–3 years outbound. Comfortable with 100 reach outs a month and CRM hygiene.	SDR / BDR profiles from the same SaaS and HR-tech pool as sales
Product Ops	2–4 years travel operations or product support. Builds itineraries, talks to hotels daily.	Holiday operations teams at OTAs and tour operators; Pickyourtrail internal
Operations + Tour Managers	Same as today. Post-sales ownership and on-ground delivery.	Existing team plus tour-manager profiles from group operators
Flight Ops, Ops Lead, Visa	In place (Madhan, Syed). Visa outsourced.	—

Offsites team org structure

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Incentive

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Salaries and spends

Team and salaries yearly cost

Spends and total cost yearly

Annual operating plan

P&L INR lakhs

Head count people per month; quarter columns = average

Salaries INR lakhs

Metrics INR lakhs unless a count; quarter columns are quarter totals

GM breakdown INR lakhs

Incentives

What the unit pays out in a quarter sample at 200 L quarterly Revenue, INR lakhs

Hiring strategy

Plan of action

Sales Account Executives, 5 including the lead · Chennai, Bangalore, Delhi, Mumbai

Who we want

Not looking at

Talent pool

Product Head 1 · Contracting / category role · from travel only

Who we want

Talent pool

Other roles straightforward hires