Org Structure

Recommended Org Structure for Frappe Partners

1. Small Team (< 5 employees)

Small firms run effectively when each individual knows their roles and responsibilities clearly.
The team members are listed in the recommended order of hiring.

Roles

• Sales / CEO / Founder

  • Should be a certified consultant
  • Manages the sales cycle end to end: Qualification → Demo → Negotiation → Contract → Collections
  • Small companies usually start off with founder-led sales

• Functional Consultant

  • Should be a certified consultant
  • Handles delivery: gathers requirements, maps processes, configures the system, migrates data, and trains users
  • Works with freelancers or other partners for non-negotiable customisations

• Functional Consultant / Support

  • 50% in providing post-go-live support, maintaining AMCs
  • 50% in project delivery

• Admin / Accounts

  • Can be outsourced in the beginning
  • Manages billing, basic finance, and office administration

• Sales Manager

Key Takeaways

• Focus on 2–3 well-trained consultants for implementation and support
• Founder should lead sales personally
• Focus on vanilla implementations, don’t be in a hurry to hire a developer

2. Medium to Large Team (10–50 employees)

Here specialisation starts to emerge. Teams should separate sales, delivery, and support for efficiency and scalability.

Roles

• CEO

• Operations Manager

• Marketing

• Sales and Success

  • SDRs (Sales Development Reps)
  • AEs (Account Executives)
  • Pre-Sales Consultant
  • Customer Success Manager

• Delivery Head

  • Project Managers: 1 per 3–5 projects
  • Functional Consultants: 1 per project (each with different domain expertise)
  • Technical Consultants / Developers: 1 per 6–8 projects
  • QA / Tester: 1 per 6–8 projects

• Support and AMC Head

  • Support Head: 1 per 4–5 L1 Support agents
  • L1 Support Agents: 1 per 20–30 AMC customers

• Enabling Functions

  • HR
  • Admin
  • Accounts & Finance

Key Takeaways

• Build clear separation between project delivery and support
• Reduce founder’s dependency on sales and customer success
• If partner operates two businesses (e.g., Tally and ERPNext), sales and success team can be common, but delivery and support teams must be separate for each product
• Invest early in customer success and quality assurance to reduce churn