CRM Implementation Coordinator

JOB DESCRIPTION

Implementation Coordinator — Systems Implementation (MDO)

Takes a system from design to the day it is actually being used — and stays with it until it is.

1. JOB SNAPSHOT

Job Title: Implementation Coordinator

Department: MDO — Management / Director’s Office (Function: Systems Implementation)

Reports To: Implementation Executive (System Alignment In-charge)

Grade: G4 (per Appointment Letter Annexure A)

Site: Margao Office

Work Mode: Work from Office — this is an in-person role, not WFH

Employment Type: Permanent, full-time

Experience: Freshers with strong communication are considered. Prior experience in a coordination, operations or administrative role is an advantage, not a requirement.

Salary: ₹15,000 – ₹20,000 per month (based on experience and interview performance)

2. ABOUT THE ROLE

IWLD runs on systems — a defined way of doing each recurring task, written down, taught, and monitored. New systems are designed by the System Creation Team and signed off by the Directors. The Implementation Coordinator is the person who takes a signed-off system and makes it real: aligns the people who will run it, rolls it out, watches the first thirty days, fixes what breaks, and then hands a working system over for ongoing monitoring.

This is an active seat on the System Creation Team, not a messenger role. You will be in the room when a system is being designed, and your job there is to say what will and will not work on the ground — before it launches, not after it fails.

The distinction that defines this role: you build and launch the system. The Process Coordinator monitors compliance once it is live. The Quality Coordinator independently checks the quality of the output. You hand over to them; you do not do their job, and they do not do yours.

3. KEY RESPONSIBILITIES

A. System Creation Team (SCT) Participation

• Attend System Creation Team working sessions and contribute actively to how each system will work in practice — the steps, who does what, and where it will realistically break.
• Work within the standing sandbox rules: every new system gets a kill date at creation, the result is defined before launch, there is only one source of truth at a time, and a maximum of three sandbox systems run at once.
• Keep every system to five steps or fewer per flow or checklist. If a system needs more, it is two systems.
• Ensure no system is launched without a defined, measurable result and without the Director’s sign-off.

B. Alignment Before Rollout

• Meet the team that will actually run the system — before go-live — and walk them through exactly what changes for them, in their language.
• Collect objections, practical blockers and "this won’t work because…" feedback while the system can still be changed, and take it back to the System Creation Team.
• Confirm each person knows their part: what they must do, when, where they record it, and who they tell when they are stuck.

C. Rollout Execution

• Prepare the working material for each rollout — step sheet, flow, checklist, tracker or dashboard entry format — so the system can be run without you standing next to it.
• Run a pilot with a small group where the system is new or risky, record what went wrong, and correct it before the full rollout.
• Set the go-live date, communicate it, and make sure every affected person and department head knows it.
• Train the doers on the new system, or coordinate with the Training Coordinator where formal training and testing are needed.

D. First 30 Days & Handover

• Track adoption daily for the first week and weekly thereafter — is the system being used as designed, by everyone, or only by the cooperative few?
• Find the breakpoints and fix them: an unclear step, a missing field, a person who was never told, a step that takes too long to be realistic.
• At the kill date, recommend one of three outcomes with evidence: keep and hand over, rebuild, or kill.
• Hand a working system over to the Process Coordinator for ongoing monitoring, with the documentation complete enough for someone else to run it.

E. Documentation & Reporting

• Write up each system so it can be taught to a new person without you — steps, owners, timings, what to do when it fails.
• Maintain the status of every system in build: what stage it is at, who it is waiting on, and how many days it has been stuck there.
• Report progress and blockers to the Implementation Executive, and escalate anything needing a Director’s decision early rather than late.

4. WHO YOU’LL WORK WITH

WhoWhat forImplementation Executive (SAI)Your reporting manager; owns alignment of the doers and is the first escalation point on any rolloutSystem Creation TeamJoint design of every new system; the sandbox rules and kill-date disciplineProcess CoordinatorsHandover of live systems for ongoing monitoring and complianceMIS ExecutiveSpecification and testing when a system needs sheets, reports or dashboard logicTechnical CoordinatorWhen a system moves from a sheet to the dashboard or app and a vendor build is neededTraining CoordinatorFormal training and testing for any system that needs it before go-liveDepartment headsThe people whose teams will run the system day to dayDirectorsSign-off on every system before launch

5. WHAT WE’RE LOOKING FOR

Must-Haves

• Freshers are welcome to apply. Prior experience in a similar role is an advantage, not a requirement — full training on IWLD’s SOPs, templates and systems is provided.
• Good spoken and written communication in both English and Hindi.
• Comfortable working on a laptop for a full working day.
• Working knowledge of Google Sheets, Docs and Drive — able to build and maintain a tracker, not only open one.
• Comfortable working on the company dashboard for daily entries, checks and reports (training provided).
• Reading comprehension — able to read an SOP or a written instruction and act on it correctly without being walked through it.
• Follow-up discipline — a real method for tracking pending items, and the persistence to chase them politely until they are closed.
• Ownership — takes responsibility for the outcome, not merely for having passed the message on.
• Able to break a task into clear, ordered steps that another person can follow without asking questions.
• Comfortable standing in front of a team and explaining a change — including to people senior to you in age or tenure.
• Practical rather than theoretical: notices that a step will not survive a busy day and says so before launch.

Good to Have

• Experience rolling out a new process, tool or software to a team.
• Exposure to flowcharts, SOPs, checklists or any structured process documentation.
• Familiarity with dashboards, CRMs or any business software used by a full team.

6. WHAT SUCCESS LOOKS LIKE

• Systems are still being used the way they were designed thirty days after launch — by everyone, not only by the cooperative few.
• No system is rolled out before the people running it have been aligned and have had their objections heard.
• Kill dates are honoured: systems that did not work are killed openly instead of quietly surviving in a half-used state.
• Handovers to the Process Coordinator are clean — documentation complete, owners clear, nothing coming back to you three months later.

7. WHY JOIN US

• Work directly with management on the systems the company actually runs on.
• Be part of a 160+ member team across teaching, sales, media, technology, hostel and operations.
• Build and improve real systems at scale — this is a role where what you fix stays fixed.
• A defined growth path, with full training on every SOP, template and system you will use.

8. NOTE

This role follows IWLD’s internal SOPs and the System Creation Team’s working rules as its playbook. Full training on these documents, templates and systems is provided during onboarding.