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 reports to me 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 pax20 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

Carries a personal target of 2 Cr NBV / 12 L Revenue (nett of GST) per quarter and owns the team's combined number
Hires and manages the three 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

3 pax20 L each · 60 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 2 Cr NBV / 12 L Revenue quarterly target, nett of GST
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 4 pax / 80 L in total including the lead.

Pre-Sales

1 pax5 L / yrReports 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
Manages Product Ops, Operations + Tour Managers, Ops Lead and the visa partner

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 pax15 L / yrReports to Santosh

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 Santosh because air cuts across sales, product and ops

Operations + Tour Managers

4 pax6 L each · 24 LReports to Product Head

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 HeadRole to be decided later

Problem

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

How

Runs the ops desk. Allocates groups to tour managers
Tracks vouchering and on-ground readiness
Handles escalations during travel
Open question: if the Product Head can absorb this, the role is not needed. Decide after the Product Head is hired

Visa

1 pax10 L / yrManaged by Product HeadOutsourced 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 Product Head
Handles documentation, appointments and follow-up for long-haul groups
Budget of 10 L covers the year
Move in-house only if long-haul volume justifies a full-time role

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	If we hire from Oct, only half of this cost will be part of AOP
Sales	4	20,00,000	80,00,000	- 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	- Yet to hire - Cost will be only for the period of the year once we hire
Flight Ops	1	15,00,000	15,00,000	Year cost - currently Madhan
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
Visa	1	10,00,000	10,00,000	Outsourcing fee for now
Total salaries	15		1,98,00,000

Line	Total / yr	Basis	Notes
Salaries	1,98,00,000	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 + Prod)	22,40,000	4% slab on revenue as incentive for sales and product	This will be on slabs - I have taken the maximum - I will share the incentive working seperately
Per diem for Offsite Managers	16,70,400	- 2% of revenue as travel allowance - I will add the calculation below in the same sheet on how it is calculated
Total cost	3,37,10,400	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

Trips in the year	87	26 done + 61 planned in H2
Share of trips needing offsite managers	80%
Trips with offsite managers	69.6
Avg days per trip	4
Manager-days	278.4
Avg offsite managers per trip	2
Total manager-days	556.8
Per diem per day	3,000
Cost incurred	16,70,400

Line	Oct 26	Nov 26	Dec 26	Jan 27	Feb 27	Mar 27	Total
NBV	350.0	420.0	462.0	554.4	582.1	698.5	3,067.1
GM	34.3	41.2	48.2	57.8	60.7	72.8	314.9
GM %	9.8%	9.8%	10.4%	10.4%	10.4%	10.4%	10.3%
GST	-10.3	-12.4	-16.5	-19.8	-20.8	-24.9	-104.6
Revenue (nett of GST)	24.0	28.8	31.7	38.0	39.9	47.9	210.3
Revenue %	6.9%	6.9%	6.9%	6.9%	6.9%	6.9%	6.9%
Sales commissions (4% of Revenue)	-1.0	-1.2	-1.3	-1.5	-1.6	-1.9	-8.4
Marketing cost	-4.0	-6.0	-8.0	-9.0	-10.0	-11.0	-48.0
Travel allowance (2% of Revenue)	-0.5	-0.6	-0.6	-0.8	-0.8	-1.0	-4.2
Salaries	-8.2	-10.3	-12.9	-14.5	-14.9	-16.5	-77.3
CM	10.3	10.7	8.9	12.3	12.6	17.5	72.4
CM %	2.9%	2.6%	1.9%	2.2%	2.2%	2.5%	2.4%

Line	Oct 26	Nov 26	Dec 26	Jan 27	Feb 27	Mar 27	Total
Santosh	2.0	2.0	2.0	2.0	2.0	2.0	12.0
Sellers	1.0	2.6	2.6	4.2	4.2	5.8	20.4
Ops	0.9	1.4	1.9	1.9	1.9	1.9	10.0
Ops Head	1.2	1.2	1.2	1.2	1.2	1.2	7.5
Ops Lead	1.2	1.2	1.2	1.2	1.2	1.2	7.5
Product Head	0.0	0.0	1.6	1.6	1.6	1.6	6.4
Product Ops	0.0	0.0	0.4	0.4	0.8	0.8	2.5
Flights Ops	1.0	1.0	1.0	1.0	1.0	1.0	6.0
Pre Sales	0.8	0.8	0.8	0.8	0.8	0.8	5.0
Total	8.2	10.3	12.9	14.5	14.9	16.5	77.3

Line	Oct 26	Nov 26	Dec 26	Jan 27	Feb 27	Mar 27	Avg
Santosh (× 0.5)	0.5	0.5	0.5	0.5	0.5	0.5	0.5
Sellers	2	3	3	4	4	5	3.5
Ops	2	3	4	4	4	4	3.5
Ops Head (Akshay × 0.5)	0.5	0.5	0.5	0.5	0.5	0.5	0.5
Ops Lead	1	1	1	1	1	1	1
Product Head	0	0	1	1	1	1	0.7
Product Ops	0	0	1	1	2	2	1
Flights Ops	1	1	1	1	1	1	1
Visa	0	0	0	0	0	0	0
Pre Sales	0	0	0	1	1	1	0.5
Total	7	9	12	14	15	16	12.2

Line	Oct 26	Nov 26	Dec 26	Jan 27	Feb 27	Mar 27	Total
ARPS — Revenue per seller	12.0	9.6	10.6	9.5	10.0	9.6	10.2
Avg trips / month, overall team (NBV ÷ 50 L)	7.0	8.4	9.2	11.1	11.6	14.0	10.2
Avg trips / seller	3.5	2.8	3.1	2.8	2.9	2.8	3.0
Avg trips / ops	2.0	1.9	1.7	2.0	2.1	2.5	2.0
Avg Revenue / trip	3.4	3.4	3.4	3.4	3.4	3.4	3.4

Line	Oct 26	Nov 26	Dec 26	Jan 27	Feb 27	Mar 27	Total
Flight mix	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%	1.3%
Flights GM	1.4	1.7	2.6	3.1	3.3	3.9	15.9
Land mix	60.0%	60.0%	60.0%	60.0%	60.0%	60.0%	60.0%
Land GM %	15.0%	15.0%	15.0%	15.0%	15.0%	15.0%	15.0%
Land GM	31.5	37.8	41.6	49.9	52.4	62.9	276.0
Total GM	32.9	39.5	44.2	53.0	55.7	66.8	292.0
Total GM %	9.4%	9.4%	9.6%	9.6%	9.6%	9.6%	9.5%
GM with product impact	34.3	41.2	48.2	57.8	60.7	72.8	314.9
Final GM %	9.8%	9.8%	10.4%	10.4%	10.4%	10.4%	10.2%
Global mix	20.0%	20.0%	20.0%	20.0%	20.0%	20.0%	20.0%
GST	10.3	12.4	16.5	19.8	20.8	24.9	104.6
Revenue (nett of GST)	24.0	28.8	31.7	38.0	39.9	47.9	210.3
Revenue %	6.9%	6.9%	6.9%	6.9%	6.9%	6.9%	6.9%

Offsites team org structure

Org chart

Roles

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Incentive

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Salaries and spends

Team and salaries yearly cost

Spends and total cost yearly

Per diem for Offsite Managers how the 16,70,400 is built

Annual operating plan

P&L INR lakhs, Oct 2026 – Mar 2027

Head count people per month; last column = 6-month average

Salaries INR lakhs per month

Metrics INR lakhs unless a count

GM breakdown INR lakhs