AR at PYT today is reactive, fragmented, and unscaled. The opportunity to fix it — and turn it into a competitive advantage — has never been more urgent.
High overdue aging. No collections process. No dashboard. Team attrition. Backlog growing daily.
Every rupee in aging is recoverable. Collections is an untapped cash engine — not a back-office function.
Process-first. Metric-driven. Commercially aligned. I will turn AR into a function PYT can benchmark against the best.
"Transform AR from a reactive ledger function into PYT's most disciplined cash engine — driven by process rigour, daily metrics, and zero tolerance for untracked overdue."
Every pillar directly addresses a current-state failure. Nothing theoretical — each is a concrete build with a defined outcome.
No ambiguity about what is broken or how it will be fixed. Each problem is documented with a specific solution and a committed timeframe.
No process, no single data source, no dashboard. Cross-functional chaos (Visa, Vouchers) leaves team directionless. Monotony drives attrition.
Define the process end-to-end. Single source of truth in Plato. Structured follow-up mechanism. Clear SLA owners for cross-functional blockers.
Collections drives cash but has no performance-linked incentives. No individual metrics = no motivation to outperform.
Variable pay linked to calls made, ₹ collected, DSO by owner, and aging movement. Daily KPI tracking, weekly team review.
Backlog is growing, not shrinking. Same team can't chase history and current dues simultaneously — backlog always loses.
Split team: Backlog Squad (100% on historical overdue) + Current Squad (current cycle dues only). Reviewed and rebalanced quarterly.
No region-level float analysis. Unknown if we're cash-flow positive by region. Payment terms not benchmarked vs. industry standards.
Region-level float analysis. Benchmark vs. tour operator competitors. Redesign payment milestones for cash-flow positive positioning in every region.
A cash-flow-critical function is being run on interns. This is unsustainable and is directly causing backlog growth.
Hire FT collections agents immediately. Norm: 1 agent per ₹10 Cr revenue until process is fully operational.
Human dependency in outbound calling is expensive and inconsistent. Unrecorded use cases make automation hard.
Enable AI calling by Q2–Q3. Record all use cases before go-live. Humans handle escalations only; AI handles routine follow-ups. Successfully adopted by Zomato, Flipkart & HDFC.
Collections is unmeasured. DSO is being used as both input and output — it is only an outcome. No inputs tracked = no lever to pull.
Track daily inputs: calls, promises, ₹ committed vs. collected, follow-up TAT. DSO is the output — manage inputs and DSO follows.
Refund process is internally-oriented, not customer-oriented. Heavy CX dependency. Current TAT ~15 days from cancellation.
Redesign workflow with customer at centre. Reduce CX dependency with self-serve + controls. Target: 2–3 day TAT using existing cancellation data in product.
No daily recon between Bank, Plato, and Zoho Books. Mispostings go undetected. Product payment adoption is untracked.
Daily 3-way recon: Bank → Plato → Zoho Books. Automated mismatch alerts within 24 hrs. Drive full product payment adoption.
Every monotonous task — dunning, follow-up logging, recon matching — is done by humans. Burnout and error risk are high.
Mandate AI for every manual/repetitive task. Full AI adoption across the collections workflow by Q3 end.
The data below is from PYT's own AR tracker as of 15-May-2026. These are not estimates — they are live, actionable numbers.
| Exposure | Amount | Why It Matters |
|---|---|---|
| Total Pending Dues (1,822 trails) | ₹27.08 Cr | Entire due universe as of 15-May-2026 |
|
Actionable Overdue
Actual due now
|
₹11.62 Cr | Money owed today with no valid excuse for non-payment (Includes Events, Plato errors & HNI) |
| Already Departed — Overdue | ₹2.36 Cr | Customer has travelled; no reason for any balance to exist |
| 180+ Day Bucket — Departed | ₹1.02 Cr | 43% of departed overdue; write-off risk rising daily (May include HNI and erroneous dues as well) |
| 'Returned' Status with Pending Dues | ₹1.96 Cr | Trip done, customer returned — these should be ₹0 |
| 90+ Day Overdue (across all) | ₹1.88 Cr | High probability of becoming irrecoverable without immediate action |
At ₹500 Cr current revenue, PYT is already under-resourced in collections. At 70% YOY growth (→ ~₹850 Cr), the overdue problem will scale proportionally — unless process, team, and systems are locked in today. A company can survive without being EBITDA positive. It cannot survive without cash. Every month of delay compounds the backlog and dilutes recovery ability.
Collections headcount is a revenue recovery function with measurable, short payback. Here is the unit economics.
"A team of 5 FT collections agents at ₹1.5 L/month total cost can realistically recover ₹2–3 Cr per month from the current backlog alone — an 18–27× return on investment, with payback in under 6 weeks. This is not a cost ask. It is a cash-generation decision."
I am putting myself forward for the AR Lead mandate. Here is why my background makes me the strongest fit — and why the timing matters.
Delivering this vision requires alignment and support from leadership. These are the five critical enablers.