Scope of work · AK-MIBU-1AE9
Every task the desk owns — and every line it must not cross.
The working summary. The signed Statement of Work carries the same content in contract form with service levels attached.
Sheet 01Desk A · New client development · 5 seats
Opening doors in an owned territory.
- Work an owned territory book of named prospects — developers, plot owners, architects, PMCs, industrial and institutional buyers — on a 45-day touch cycle.
- Open with a reason to call that is specific to the prospect: a project they have announced, an approval that has come through, a site they have bought.
- Diagnose the pipeline: what they are building, at what stage, who decides, whether a contractor is already appointed, and when the decision window opens.
- Position the Corps panel model — a registered contractor panel, vendor-sourced materials, single-point payment and supervision — without pricing any of it.
- Advance to a site meeting or a technical call. That is the close on this desk.
- Maintain the architect and PMC relationship map. Those contacts refer repeatedly and are the single highest-value asset the desk builds.
- Log every touch against the territory record, with the next action dated.
Sheet 02Desk B · Tender & opportunity · 3 seats
A daily sweep, and a decision pack the technical team can act on.
- Sweep the subscribed government and private tender portals every morning against the saved search profile — work categories, value bands, geography and eligibility.
- First screen on the hard criteria: registration class, turnover requirement, similar work experience, EMD amount, submission mode and closing date.
- Build the recommendation pack on anything that survives: scope summary, eligibility read, key dates, EMD, documents required, and a plain bid-or-pass recommendation with the reason stated.
- Maintain the submission calendar with T-15, T-7, T-3 and T-1 alerts, and the prequalification tracker with renewal dates for every registration and certificate.
- Coordinate document collection for a live bid — never prepare or sign the bid itself.
- Record outcomes: submitted, won, lost, disqualified, with the reason. The lost-reason log is what makes next quarter's screening better.
The desk recommends. Corps Constructions decides, prices and submits. An agent never enters a portal to submit a bid, never signs anything, and never states the company's rates or capacity to a tendering authority.
Sheet 03Desk C · Enquiry qualification · 4 seats
Turning an enquiry into a site visit that actually happens.
- Answer inbound within 20 seconds on voice and within 10 minutes on WhatsApp, email and web forms during shift hours.
- Qualify on eight points: project type, location, plot or built-up area, current site status, approvals and plan sanction, budget band, expected start, and who decides.
- Score the enquiry against the published grid and route it — Tier 1 to 4, or to the panel where the work is below the company's own threshold.
- Schedule the technical site visit into the team's calendar, then confirm at booking, at T-1 and on the morning of the visit. The T-1 call is the largest single lever on visits actually happening and it is not optional.
- Capture the visit outcome the same day and set the next action.
- Close junk, duplicate and out-of-territory enquiries honestly with the right disposition code. A record left open to protect a number is a quality defect.
Sheet 04Desk D · Proposal & follow-up · 3 seats
The six-month cadence nobody else has the patience to run.
- Compile the requirement sheet after a site visit and hand it to estimation. An incomplete sheet is the biggest single cause of proposal delay and is treated as a quality defect on this desk.
- Chase estimation to the internal turnaround — five working days standard, three on flagged projects.
- Dispatch the proposal, log the version, confirm receipt by call, and record the client's reaction verbatim.
- Run the cadence: D0 receipt, D3 discussion, D10 decision check, D21 revision or options, D45, D90 and D180 nurture. Construction decisions are slow and the desk is built for that.
- Route revision requests back with the reason attached and track every version.
- On award, hand over to the project team with a complete file and confirm the handover was received. On loss, capture the reason and the winning party where known.
Sheet 05The working day
09:00 to 21:00 on two shifts.
| Time | Block | What happens |
|---|---|---|
| 09:00 | Shift 1 opens · tender sweep | Desk B sweeps the portals before anything else. New publications and closing dates are read first. |
| 09:30 | Huddle (20 min) | Yesterday's site visits, today's confirmations, tenders closing this week, one coaching point per desk. |
| 10:00 | Prime calling block | Desk A on territory. Best connect window of the day for site offices and developers. |
| 11:30 | Confirmation block | Desk C makes T-1 and same-morning confirmations for site visits. |
| 13:00 | Break rota | Staggered. Inbound is never unmanned. |
| 14:00 | Proposal block | Desk D chases estimation, dispatches proposals, runs the cadence list. |
| 16:00 | Second calling block | Desk A on architects and consultants, who are more reachable after site hours. |
| 18:00 | Shift 1 closes / Shift 2 peak | Evening reach on owners and industrial buyers who cannot talk during the day. |
| 20:30 | Close-out (30 min) | CRM completion, next actions set, daily report published, tender calendar updated. |
| Sunday | Half-desk, 4 seats | Site-visit coordination only. Owners visit sites on Sundays, so the desk is there. |
Sheet 06Measured on
Activity and progression, not contract value.
Construction awards are lumpy and take months. A monthly revenue target on this desk would misrepresent performance and push agents into promising things they are not allowed to promise, so it does not exist.
| KPI | Standard | Applies to |
|---|---|---|
| Territory touches completed on cycle | ≥ 92% | Desk A |
| Conversations with a decision maker | Desk target | Desk A headline |
| Tenders screened against publication | 100% | Desk B |
| Recommendation pack within 24 hrs of screening | ≥ 95% | Desk B |
| No missed submission deadline | Zero tolerance | Desk B |
| Inbound first response within SLA | ≥ 95% | Desk C |
| Site visits attended | Desk target | Desk C headline |
| Requirement sheet completeness | ≥ 98% | Desk D |
| Cadence follow-ups completed on date | ≥ 92% | Desk D headline |
| CRM records with a valid next action | ≥ 99% | All desks |
| Quality audit score | ≥ 85% | Weekly sample, published |
| Schedule adherence | ≥ 95% | The payout gate |
Sheet 07Out of scope
What the desk must never do.
Each of these has cost a construction business real money somewhere. Each is written into the Statement of Work as a non-negotiable, and a breach is a quality failure regardless of the outcome it produced.
- Never quote a rate, a square-foot price, a total cost or a discount. Estimation prices work; the desk does not.
- Never commit a completion timeline, a start date or a possession date.
- Never confirm that a project is technically feasible, or comment on soil, structure, approvals or drawings.
- Never state or imply that an approval will be obtained, or offer to help obtain one informally.
- Never submit, sign or upload anything to a tender portal.
- Never name the company's margin, its panel contractors' rates, or another client's terms.
- Never approach a panel contractor or vendor for work outside the engagement.
- Never take a payment, an advance or a booking amount directly.
- Never move client or project data outside the CRM.
- Never handle a legal notice, a dispute or a media query. Escalate it verbatim, immediately.
Escalation
L1 to L5, with clocks
L1 agent · L2 desk senior within 15 minutes · L3 team lead within 1 hour · L4 Akontec delivery manager, same day · L5 Corps Constructions, same day.
Three situations bypass L2 entirely: a legal or dispute contact, a tender deadline at risk, and any safety issue reported from a site.
Credits
Capped at 15%
Service-level credits in any month are capped at 15% of that month's fixed payout. A missed tender deadline carries its own separate remedy.