LenDenClub – Head – Collections LENDEN CLUB TECHSERVE PRIVATE LIMITED

The Corporate Institute; Mumbai; Presencial; INR 5.000.000 - 7.000.000; Jornada completa

Descripción de la vacante

The Corporate Institute is seeking a senior leader to own end-to-end collections across product lines in Mumbai, building a digitally-driven, analytics-led organisation. The role focuses on scaling volume, reducing cost to collect, and establishing four sub-functions from scratch within nine months.

Responsibilities include designing segmentation, testing treatment strategies, managing in-house and agency channels, and ensuring regulatory compliance across RBI NBFC-P2P and related guidelines.

Responsabilidades

• Own end-to-end collections outcome across product lines, scaling to 1.7x current volume with automation-led processes.
• Build a digitally-led, analytics-driven collections organisation with segmentation and automation at the core.

Descripción del empleo

Own the end-to-end collections outcome across both product lines at 1.7 times current volume, while reducing cost to collect. Build a digitally-led, analytics-driven collections organisation in which automation and segmentation carry the majority of contact volume, human capacity is deployed only where it changes the outcome, and recovery conduct meets regulatory expectation without exception. The role is a build mandate as much as a run mandate. Four of the six sub-functions in the target structure – collections strategy and analytics, hard bucket and legal recovery, collections operations and workforce management, and quality and training – do not exist today and must be established from scratch.

Key responsibilities:

Collections strategy and analytics:

• Build a bucket-wise delinquency and roll-rate reporting framework. This does not exist today and is the prerequisite for every other decision in the function.
• Design segmentation and treatment strategy by product, vintage, sourcing channel, geography, ticket band and propensity to pay.
• Establish champion-challenger testing as standing practice on contact strategy, treatment sequence and allocation logic.
• Own the allocation model across digital, in-house tele and agency channels, and the economics that drive placement decisions.
• Build capacity and cost models that link headcount, automation coverage and collection efficiency to cost to collect.

Mandate and payment success management:

This is the highest-leverage discipline in a fully digital book and should be treated as a first-class responsibility rather than a technology dependency.

• Own mandate registration success rate at onboarding and its remediation for failed or lapsed mandates.
• Own presentation and re-presentation strategy – timing, sequencing, partial presentation and retry logic against merchant and borrower cash-flow patterns.
• Build return-code and bounce-reason analytics into the treatment engine so that an insufficient-funds failure is treated differently from a mandate-technical failure.
• For merchant loans, manage daily debit success as an operating rhythm, with same-day intervention on failure rather than bucket-based escalation.
• Work with product and technology on mandate instrument mix, alternate payment rails and repayment journey design.

Digital and automation-led recovery:

• Own the business outcome of CAAS across pre-due automation, post-due automation and the in-house voice bot, including the target share of contact volume carried by automation.
• Design and own the digital contact stack – application nudges, WhatsApp, IVR, SMS and bot journeys – with channel-level effectiveness measurement.
• Establish the escalation logic that determines when a case moves from automated to human contact, and defend the threshold with data.
• Hold cost to collect as a primary accountability alongside collection efficiency.

In-house tele collections at scale:

• Run a single-site Mumbai tele operation scaling from 55 to between 85 and 120 telecallers, depending on automation delivery.
• Own dialer strategy, occupancy, shrinkage, roster and workforce management as a named discipline.
• Flatten the current supervisory structure to approximately 13 telecallers per supervisor and three supervisors per manager.
• Build certification, refresher training and productivity benchmarking for the front line.

Agency network management:

• Own empanelment, commercial terms, allocation and performance scorecards across the agency network, currently six to seven partners.
• Establish performance-linked reallocation and de-empanelment on objective criteria.
• Operate within an independent governance model: conduct standards, call quality assurance and agency audits sit with the Chief Compliance Officer, not with this role. Candidates should be comfortable running a network they do not audit.

Merchant loan and later-bucket recovery:

• Build the collections model for a 14-month daily-repayment merchant product, which has fourteen opportunities to roll rather than the single early window that STL presents.
• Establish the hard bucket track – 90-plus strategy, legal notices, conciliation and settlement – ahead of the merchant book maturing into later buckets.
• Define the settlement and waiver delegation matrix by bucket and amount, and operate within it.
• Own write-off recommendation and post-write-off recovery.

Regulatory conduct and the lender interface:

• Ensure recovery practice complies with the RBI Master Direction for NBFC-P2P platforms including the August 2024 amendments, the Digital Lending Guidelines, recovery agent conduct norms and DPDP obligations on borrower data used in collections.
• Partner with the Chief Compliance Officer on conduct policy, grievance root-cause analysis and inspection readiness. Target zero conduct-related regulatory observations.
• Own the collections narrative to lenders. Because the platform cannot guarantee returns, recovery performance is the investor return story – delinquency communication and recovery transparency are part of this role’s outcome, not a marketing function.
• Support escrow-based reconciliation and settlement of recovered funds to lender accounts.

Organisation build:

• Stand up four new sub-functions from scratch within nine months.
• Hire and develop a leadership layer of Senior Managers and Managers capable of running sub-functions independently.
• Take a recommendation on second-site expansion, weighing business continuity at 110-plus seats against split-site management overhead.