Job Description, KRA and KPI Architecture — Solar EPC Company Case Study

The Client

A fast-growing solar EPC company headquartered in Madhya Pradesh, with an operational presence across four cities and an active expansion plan into newer geographies. The company operates across the full solar project lifecycle — from site assessment and system design through installation, commissioning, and after-sales service — and serves a diverse customer base spanning residential, commercial, industrial, and institutional segments. The organisation is at an active growth stage, building its leadership layer and scaling its sales and delivery teams in preparation for a significant revenue target by 2031.

The Situation

As the company prepared to induct two critical national-level leadership roles — a National Sales Head and a National Operations Head — the leadership team recognised that the success of these appointments would depend not just on who was hired, but on how clearly expectations were defined from Day 1.

Both roles were newly created. Neither had a predecessor, a documented scope, or an established performance framework. The organisation was committing a significant monthly investment in each role and needed a rigorous, measurable accountability structure to go with it.

The brief to Mintskill was direct: design a comprehensive Job Description, KRA and KPI framework for both national heads that is specific to the company’s business, grounded in its operational reality, and capable of holding up as a management tool through the full engagement period.

What Mintskill Did

Mintskill was engaged to design the complete role architecture for both national leadership positions. The work covered four integrated components for each role.

1. Job Descriptions

Detailed, role-specific Job Descriptions were developed for both the National Sales Head and the National Operations Head. Each JD articulates the role purpose, nine to ten clearly structured key responsibilities organised under distinct functional heads, and a candidate profile grounded in the skills and experience relevant to the solar EPC sector. The responsibilities were written to be operationally precise — avoiding the generic language that makes most JDs interchangeable — and reflect the specific demands of managing a distributed, multi-city sales and project delivery function.

2. KRA and KPI Framework

Eight to nine Key Responsibility Areas were defined for each role, covering the full functional scope.

For the National Sales Head, KRAs spanned revenue and capacity achievement, BDA team productivity, pipeline health, commercial segment performance, CRM and reporting discipline, collections and receivables management, market expansion, and talent acquisition.

For the National Operations Head, KRAs covered project execution and on-time delivery, licensing and approvals, vendor and supply chain management, BOQ accuracy and cost control, team management and capability, quality assurance and safety, customer satisfaction at the delivery stage, reporting discipline, and collections responsibility under the 70/30 payment accountability framework.

Each KRA carried linked, measurable KPIs with specific numeric targets, defined data sources, and a stated measurement frequency — distinguishing between daily, weekly, monthly, quarterly, and per-hire measurement cycles. The KPI framework was built to be self-contained: any manager reviewing performance against it would know precisely what to measure, where to find the data, and what constitutes meeting or exceeding the standard.

3. KPI Definition and Measurement Guides

For each role, a companion KPI Definition and Measurement Guide was developed alongside the KRA-KPI document. Each KPI was defined in full — explaining what it measures, the precise calculation formula, the data source, the measurement frequency, clarifications on edge cases and exclusions, and a performance level table distinguishing between Met, Needs Attention, and Underperformance outcomes. These guides eliminate the interpretive ambiguity that undermines most KPI frameworks when they move from paper to practice.

4. Collections Accountability Framework

A notable element of the engagement was the definition of a structured 70/30 payment collection responsibility framework — the National Sales Head accountable for 70% of project payment (covering advance, booking, and pre-execution milestones) and the Project Coordinator under the National Operations Head accountable for the remaining 30% (covering completion and post-commissioning milestones). This framework was incorporated into the KRA and KPI documents for both roles, with linked KPIs, measurement logic, and escalation protocols defined for each party.

All documents were delivered as client-ready outputs — formatted, precise, and immediately usable by the leadership team and the incoming role-holders without further editing.

The Outcome

The company entered its senior hiring process with a complete, role-specific performance architecture in place for both national heads. The incoming National Sales Head and National Operations Head each have a clearly articulated role purpose, a structured set of accountabilities, and a KPI framework that defines success in unambiguous, measurable terms.

The KPI Definition and Measurement Guides ensure that performance conversations between the CEO and the national heads will be grounded in shared definitions — not open to retrospective interpretation. The collections accountability framework brings clarity to a dimension of the business that had previously been handled informally, with no defined ownership below the CEO level.

The engagement closed with a complete role architecture covering both national positions, including two Job Descriptions, two KRA-KPI documents, and two KPI Definition and Measurement Guides — a total of six client-ready documents delivered and signed off.

What This Demonstrates

This engagement demonstrates Mintskill’s capacity to design rigorous, operationally grounded performance frameworks for newly created leadership roles in growth-stage organisations. The work reflects an understanding of the solar EPC business — its revenue model, its project delivery dynamics, and its people management challenges — translated into a framework that holds up as a practical management tool, not merely a documentation exercise. When a company is investing significantly in its leadership layer, Mintskill ensures that investment is protected by a structure built to deliver accountability from Day 1.