An illustration at 25 seats

Built on Chennai and tier-two metro salary bands as at Q3 2026, at an indicative INR 95 to the US dollar. Nothing here is a forecast or a commitment.

Indicative monthly profit and loss — 25 seats
Line	Monthly (INR)	Note
Base revenue — 25 seats at USD 1,100	26,12,500	USD 27,500 at INR 95
Representatives and researchers — 25 at INR 28,000	7,00,000	Includes shift allowance
Management overlay — 6.5 roles	3,65,000	Per the seat mix
Statutory contributions and benefits at 14%	1,49,100	PF, ESI, gratuity provision, insurance
Facility and transport — 25 seats	2,00,000	Rent, power, night transport, workstation amortisation
Telephony, engagement tooling and data	2,00,000	Dialler, sales engagement licences, list and enrichment cost
Redundant connectivity and disaster recovery	45,000	Two ISPs, failover link
Compliance, audit and background checks amortised	35,000	Outreach rules, annual audit, screening
Administration and overhead at 8% of people cost	85,200	Finance, HR, IT support
Indicative monthly contribution on base	8,33,200	31.9% of base revenue

Contribution on base: 31.9%at 25 seats, before any incentive earned
Per seat, per month: ₹33,328after all direct and allocated cost
Incentive on top: Up to 12%quarterly, subject to the quality condition
Contracted term: 12 mthsauto-renewing, 60 days' notice on staffed seats

The three lines that decide this model

Line	Share of cost	What it is sensitive to
Representative salary and statutory cost	~48%	Shift allowance, written-English premium, competition for consultative outbound talent
Management overlay	~20%	The coaching ratio, fixed by the engagement and not tradeable
Telephony, engagement tooling and data	~11%	Licence cost per seat, list refresh frequency, enrichment depth

How the economics move with scale, and with the incentive

Base contribution on this project is the thinnest of the four Akontec places. The incentive is not decoration on top of a comfortable margin — it is a material part of the return, and a partner who plans to run this without earning it will find the model tight.

Seats	Base revenue (INR)	Cost (INR)	Contribution	Margin	With 7% incentive
10	10,45,000	8,17,300	2,27,700	21.8%	28.8%
25	26,12,500	17,79,300	8,33,200	31.9%	38.9%
40	41,80,000	26,90,400	14,89,600	35.6%	42.6%

Ten seats is a pilot, not a business. At that size the overlay is still needed and cannot halve, and one resignation moves the margin by several points. Treat ten seats as a proving period of a quarter or two, with a committed path to twenty-five, or do not start.

Day-zero investment

Item	Indicative INR	Recoverable?
Workstations, headsets and peripherals — 25	9,00,000	Asset, reusable
Dialler and telephony provisioning	2,50,000	Asset, reusable across voice work
Sales engagement tooling setup and integration	1,50,000	Reusable across outbound work
Bay fit-out, access control and acoustic treatment	3,50,000	Asset, reusable
Initial data, enrichment and list build	1,50,000	Consumed
Recruitment, certification and bench training	2,00,000	Partially recovered through retention
Total day-zero	20,00,000	Approx. USD 21,050

Risk

What moves the number against you

Acceptance below 80%

The base rate is unaffected, but the entire incentive is gated on it. On this project that is most of the upside.

Attrition above plan

Eighteen days of unbillable certification plus eight weeks of ramp per replacement, none of it reimbursed, and the territory knowledge goes with them.

Cutting the research seats

It looks like three seats of margin and behaves like a fifteen-point drop in acceptance.

Cutting the coaching ratio

Same pattern, slower. Activity holds and appointment quality drifts, and by the time it shows in the numbers it has already cost a quarter.

Rupee appreciation

Revenue in dollars, cost in rupees, no indexation. On a base contribution near thirty per cent a five per cent move is material.

Running at ten seats too long

The overlay does not halve. A pilot that never scales is a structurally thin business, not a cautious one.

Akontec does not audit your profit and loss and does not require you to disclose it. This section exists so that you can decide whether the rate works for you before contracting, rather than discovering in month four that it does not.

Next step

Plan to earn the incentive, not to survive without it.

On this project the base funds the floor and the incentive is the return. That is an unusual structure and it deserves an honest look at your own cost sheet before you sign.

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