In their own words.
No script. No polish.

I joined telecrm as a Business Analyst in the Post-Sales domain, which is now the Customer Success team. I already had an offer from a Bangalore-based company and honestly did not imagine working in a start-up for more than six or seven months. I also had very little expectation of staying in my hometown and continuing with the same company for so long.

My journey started with onboarding and implementation responsibilities, where I closely worked with clients to understand their business operations and CRM adoption requirements. From SMEs to enterprise brands like Shiprocket, Wilson & Hughes, Rays Education, Rapido and many more — I've had the opportunity to understand how different businesses operate, how their sales funnels function, and the operational challenges that eventually lead them to adopt CRM solutions.

One of the biggest mindset shifts came from being in client-facing work. In theory, we're taught that features are the highlight of any product. But in the real business world, clients don't stay because of features alone — they stay because of the solutions you provide to their business problems. Features can always be replaced with newer releases, but strong solutions remain irreplaceable. No classroom could have taught me that the way this experience did.

What I deeply appreciate is that opinions are genuinely heard and valued here. There's an open culture of discussions, idea sharing and collaborative problem-solving rather than rigid communication structures. Leadership is approachable — if I want guidance or insights, they're just a conversation away.

My work has never felt monotonous. Beyond my primary role, I've learned how sales closures work, marketing timelines for bulk broadcasting, how product enhancements are accepted and deployed, and how customer feedback impacts feature development. This continuous cross-functional exposure keeps the work engaging.

My journey from being an Onboarding Executive to now leading a team has been extremely fulfilling. Being my first job, telecrm transformed me from someone who lacked confidence into someone far more confident, expressive and extroverted. An early-stage start-up groomed me in ways that many established organisations may not have been able to. And that, to me, is one of the most rewarding parts of working here.

Starting your career in a start-up is risky. I knew that. But I also knew there was a huge learning opportunity, and honestly, the location made the decision easier too. What I didn't know was that the job would involve calling. That part scared me — it genuinely did.

But when I closed my first deal and people here celebrated by cutting a cake, that moment gave me the courage to keep going. The small celebrations, the energy around wins big and small — that was one of the major reasons I stayed this long. The culture. The people.

The growth from there moved faster than I expected. I joined as a Business Analyst. Within a year, I was a Senior Business Analyst. Three months after that, Enterprise Sales Manager. Then Team Lead, handling high-priority leads.

One of the best feelings in this place is when the CEO casually walks up to you and shakes your hand because you closed a big deal. Upper-level management here notices. They appreciate the small wins and the big ones equally. That's not something you find everywhere.

Things have changed around us too — the processes are more systemic now, more structured. That's a good thing. The company needed that to scale. What hasn't changed is the people. Cooperative, helpful, exactly as they were when I first walked in.

There's still more I want to explore here. Field sales is something I'm getting closer to now — it's a new territory for me, and I find it genuinely interesting. The fact that curiosity is being encouraged, that my growth prospects are being taken seriously, that tells me everything I need to know about where I'm headed.

I joined telecrm in February 2025 as a writer. Writing felt like the safest entry point. I knew I wanted to be in marketing, but I wasn't sure which direction yet. So I started where I was most comfortable — blog content, ad copies when needed, YouTube scripts.

It didn't stay that way for long. Within months, the role started expanding. Writer became content editor. Then I was making creatives for the company. Then training interns to do the same things I had only just figured out myself. That's the thing about start-ups that you can't fully prepare for: the pace at which things move, and the pace at which your role moves with them, is genuinely hard to anticipate. You're not waiting for a promotion to do bigger work. The bigger work just arrives and you figure it out.

Things shifted personally just as I was finding my footing in the role. When my parents got sick, I started working from home. Our marketing head made sure the shift didn't slow things down for me — along with my day-to-day work, the focus stayed on my growth. That kind of investment, regardless of where you're sitting, is something I don't take for granted.

And the work itself kept pulling me in. Every piece of content I put out, every creative — it's all trying to guide how someone thinks, nudge them towards a decision. The idea that words and visuals can do that, that something I made could change how a person behaves, never gets old.

As a content marketer in B2B SaaS, I'm still early. The field is vast, and there's a lot to learn. That's exactly what makes it worth showing up for.

When I was looking for my first job, I knew I wanted a start-up. Not because it was the easier path — it isn't — but because I wanted responsibility early. The hustle, the pace, the fact that what you do actually matters from day one. That was the environment I wanted to start my career in.

telecrm ticked that box. But what sealed it was the interview. I had offers from MNCs, but when I spoke to some of the team members during my interview process, I realised they were technically ahead of what those companies were doing. That's not something you come across often.

The work itself is full-stack development, but the part I'm most invested in is the AI infrastructure at telecrm — bringing AI into the product, building the structure that will power it for the company and its clients. I wanted to build something valuable, something that matters. The fact that I get to do that at the start of my career, in the middle of the AI era, is very exciting to me.

What I didn't expect was the team I'd be working with. The expertise around me is significant and the scope of learning is huge. But more than that, it's the flatness of it. There's no hierarchy that stops you from speaking. Ideas get pitched on the table, everyone has a voice and that's taken seriously. For innovation to actually happen, that kind of structure is essential. I found that here.

There are no hard rules about what technology I have to use. If I want to explore something new, I pitch it to my supervisor with a clear reason. If it makes sense, they back it. That freedom to explore, to go find what works and bring it back, is commendable. Eventually, I want to lead the AI department here. The learning, the environment, the possibilities — everything here makes me believe that's achievable.

I had just finished my MBA and was looking for a job closer to home. telecrm turned out to be the right opportunity at the right time — professionally and personally. What made me say yes was the warmth, the positive environment and the welcoming culture.

I didn't come in as an Account Manager. My first role was handling Cloud API operations and Meta platform integrations — technical, detail-oriented work. It taught me something early that I've carried into everything since: accountability. If a task is assigned to you, it becomes your responsibility to see it through properly. A client's business operations may depend on it. Any delay or disruption impacts both the client and the company. That lesson came early and it stuck.

That experience ended up directly benefiting my current role. Today, as an Account Manager handling Gold and Platinum accounts, whenever a client runs into something Meta-related I'm able to step in, provide analysis and often resolve it myself. The earlier role built that.

Day to day, the work is about resolving client queries, managing accounts, conducting meetings and helping clients set up and use the platform effectively. But what makes it genuinely enjoyable is sitting with colleagues, discussing different use cases and brainstorming ways to adapt different business processes into telecrm. The constant challenge of adapt, improvise and overcome is what keeps the work exciting.

A year in, my perspective, critical thinking, communication skills and overall professional approach have improved tremendously. The next step for me is Key Account Manager, and eventually Senior Key Account Manager. My goal is to get there within a short span of time, while continuing to strengthen my contributions to the company.

I joined telecrm in 2024. I started as a Customer Success Account Manager — helping clients get onboarded according to their business requirements, understanding their workflows, team structure, lead management process and helping them set up the CRM in a way that actually worked for them. Retention was also a big part of my role. It wasn't just about onboarding clients, but making sure they continued getting value from the platform and had someone they could rely on when things got messy or confusing.

That phase taught me a lot about businesses and customer relationships — and honestly, how every company thinks their sales process is slightly unique.

Currently, I work as an Enterprise Sales Manager, handling businesses with larger teams and more complex operational requirements. My role involves understanding client requirements, identifying gaps in their current process and helping them implement the right CRM workflows, automation and communication setup. And no, it's not just inside sales. I also travel to client offices to meet teams personally, understand their operations more closely and build stronger relationships. Some of the best client discussions happen over chai, whiteboards and slightly chaotic sales meetings.

Going from customer success to enterprise sales gave me a completely different perspective on how businesses evaluate and adopt technology. What I genuinely like about telecrm is the collaborative environment and the people. The management is approachable, supportive and always open to ideas and discussions — which makes it easy to learn and grow.

There's always something new happening, which keeps the work interesting. And the collaborative environment makes it feel like everyone is building something together, not just doing their individual jobs.

When I approached them again for a full-time opportunity, Rahul, our CEO, said I was a trained asset and that I already understood the work. They didn't just remember me — they valued what I had built here. That's one of the core reasons I'm still around.

I joined as an Account Manager. Then Senior Account Manager. Now I am a Senior Key Account Manager. In these three years I've worked across more industries than I can count — manufacturing, travel, logistics, retail. Every new client is a different world with a different set of challenges. Right now I can confidently say there isn't an industry I can't dissect and map into telecrm's use cases. That breadth of understanding is what makes this role so absorbing.

I don't come from a technical background. But today I understand the technical side of the work well enough to guide clients through it. An Account Manager at telecrm is part consultant, part problem solver, part relationship builder. Every day a new business walks in from a different industry and the challenge is to understand their process, identify what's holding them back and show them how telecrm solves it. That consultative dimension of the role is what I find most compelling.

I have onboarded 958 clients. Almost 50% of the clients I brought on three years ago are still here. I believe this is the result of consistently showing up with value, understanding their business deeply and making sure they grow with the platform.

When I joined, the team had five people. Today telecrm is expanding into different cities, the team is growing and the work is becoming more specialised. The transparency of those early days has evolved into something more structured — a sign of a company maturing — but the collaboration between different levels of management hasn't changed.

I've recommended many people to telecrm over the years. They joined and they're still here. I think that says more about this place than anything else I could tell you.

I joined telecrm in 2022 through campus placement. I had applied for a Business Analyst position. When I walked in, the team was around 14–15 people. Within four months we were 25. That's when I understood the company was moving in the right direction.

My first few months were in lead qualification — understanding client requirements and filtering them for the sales pipeline. Then I moved into sales: calling people, understanding their requirements, getting them to demos and closing deals. Three months of that. Then I moved to post-sales. That's where I understood the real depth of how businesses work, their challenges, their processes, where things break down. I saw the growth opportunity in that and I haven't looked back since.

Job responsibilities weren't defined back then. Four of us were looking after all the leads together. Then we restructured and brought in account managers to distribute the work properly. Then we realised we needed a support team. Then we realised there could be friction between the two, so we created paired combinations. Then team leads to oversee everything. I became a team lead after a year and was part of the entire restructuring of the CS team. Being part of the decisions that shaped it is something very few people get to experience this early in their career.

Onboarding BYJU'S was one of those moments that showed us how complex the use cases can get. The scale, the complexity, the expectations that came with a client of that size were unlike anything we had handled before. It pushed us to develop capabilities and think at a level the earlier accounts hadn't demanded. The use cases we handle today are a direct result of what we learned going through that.

We use telecrm ourselves internally for different purposes across the team. When you're selling a product you actually use, when you experience the features and improvements firsthand, you're not just describing to clients what it does — you're showing exactly how it can help them overcome their challenges. I find myself in a strong position given the growth I've had here. That's one of the reasons I'm still around.

I applied to telecrm through our placement committee in college. After interning here for six months, I got a full-time role as a Software Engineer.

My work involves working on flexible schemas for enterprise clients, integrations with third-party platforms like Facebook, WhatsApp and Indiamart, complex filtering across 100k+ leads and bulk operations like imports and edits. Working on problems at this scale has shaped how I think as a developer.

What I appreciate about the engineering culture here is that during the design phase, differences of opinion with senior engineers are debated based on the strength of the argument, not seniority. So I feel my opinions are heard here.

That same collaborative approach continues through every phase of a feature, from design all the way to deployment. PR reviews are handled by senior engineers, and when you're stuck, they're always available. I recently wanted to understand how our deduplication strategy works when creating leads in the system. My colleague Hashir walked me through it quickly and it saved me a lot of time.

Of course, there are times when the work can feel repetitive, especially when you spend a long time on the same feature or part of the codebase. What helps me is treating each iteration as a chance to improve something. It could be a cleaner implementation, a better approach or simply a small improvement that makes the work stronger.

After working at telecrm for 18 months, I have a much stronger understanding of how to write maintainable code through the controller-service-repository three-layer pattern. I have a clearer mental model of how different services communicate and how they're deployed across Lambdas, queues, EC2 and API Gateway. And I can now think ahead about potential bottlenecks in a design before they become problems at scale.

I have been in telecrm since 2023. I joined as an SDE I, and now I am an SDE II after being promoted in 2024.

Which means my scope of work has expanded beyond individual feature delivery. I am now more involved in shaping architecture decisions, defining component standards, leading code reviews for a team of 3-4 engineers and mentoring junior developers on debugging practices, accessibility and clean code. I also work closely with product managers, designers and the backend team to take features from initial requirements through to production. The shift has been more about being responsible for the quality direction and cohesion of the work the team produces collectively.

From early on at telecrm, I was given real problems to solve, not isolated tickets but problems where the outcome actually affected users and the business. You could see the impact of your work directly in the product and hear about it from customers.

One of the first big things I took on was a full performance overhaul of our frontend. The app was taking eight seconds to load. I rearchitected the bundling strategy, introduced lazy loading and route-level code splitting and brought it down to three seconds while reducing the initial bundle from 14 MiB to 6 MiB. Users don't describe slow software in technical terms. They just stop using it.

Another problem that shaped how I think was designing a client-side mutation system. Instead of sending the full state to the server on every update, the system computes a diff on the client and ships only the difference, reducing update payload size by 70%. It forced me to think about where intelligence should live in a system and how a single decision at the client layer can reduce server load, latency and perceived responsiveness all at once.

Here, my opinions are heard and I think that's because of outcomes. When I flagged that access-related support tickets were piling up because the existing permissions system was too coarse, I proposed a granular UI-level permissions system, not just route-level guards but component-level access control across leads, reports and forms. We shipped it, and access-related support tickets dropped by 80%.

Another time, I pushed for shared component standards across the codebase. I made the case that the inconsistency was slowing down feature development and costing us in QA cycles. We built a shared component library, and QA effort dropped by 60%.

Also, there have been periods where the work started feeling familiar. But every time that happened, something new came along that was a completely different kind of problem. When core feature development started feeling routine, I was building a drag-and-drop workflow builder with zoom, undo/redo and copy-paste from scratch. Then a full performance overhaul. Then, an in-app webhook ingestion platform. Then, OAuth 2.0 flows for an API-triggering platform handling over two million daily invocations.

The workflow builder is a good example of what happens when you understand the business context behind the work. New users were finding the platform too complex and were churning early. Understanding that shaped every decision I made while building it. When it launched, new-user onboarding time reduced by 40%.

If I recall correctly, when I joined I could write clean functional code for a well-defined problem. Today I can look at a system and diagnose where the bottlenecks are, anticipate where an architecture decision will create friction at scale and own a feature end to end from design through deployment to monitoring in production. That full loop is something I now drive rather than participate in.

telecrm is my first job, and it has shaped both my professional and personal growth in ways I didn't expect. I joined as a Business Analyst in the Post-Sales domain — what's now the Customer Success team — starting with onboarding and implementation, working closely with clients to understand their operations and what they actually needed from a CRM.

Today I work as a Key Implementation Partner for Enterprise Accounts and Onboarding, and I also lead the Customer Success team. My work spans enterprise implementations, onboarding strategy, process optimisation, and mentoring the people on my team.

The biggest advantage of working here is the exposure to such different businesses. From SMEs to enterprise brands like Shiprocket, Wilson & Hughes, Rays Education, Cast You, Highspring LLP and Rapido, I've seen how varied companies operate, how their sales funnels work, and the real operational challenges that lead them to adopt a CRM. That's expanded my understanding of business far beyond anything a classroom taught me.

In fact, that was my biggest mindset shift. In theory you're taught that features are the highlight of a product. But in the real world clients don't stay because of features — they stay because of the solutions you give them to their business problems. Features get replaced with the next release; strong solutions stay irreplaceable.

What I value most is that opinions are genuinely heard here. There's an open culture of discussion, idea-sharing and collaborative problem-solving instead of rigid communication structures. Leadership is approachable too — if I want guidance, they're just a conversation away, and they engage with real interest.

The work has never felt monotonous. Four years in, the learning keeps evolving. Beyond my core role I've come to understand how sales closures and cycle timelines work, how bulk-broadcast marketing is timed, why client testimonials matter, and how customer feedback flows into product enhancements and deployment. That cross-functional exposure is what keeps it engaging. It also helps that the team is young and energetic, with a minimal generation gap — the kind of environment where even introverts gradually become more confident.

When I joined, it was meant to be temporary. I had an offer from another Bangalore-based company and didn't imagine staying at a start-up for more than six or seven months, let alone in my hometown. But I'm still here by choice. telecrm turned me from someone who lacked confidence into someone far more confident and expressive — an early-stage start-up groomed me in ways I'm not sure an established organisation could have. Going from an onboarding executive to leading a team, and now mentoring new members, is one of the most rewarding parts of being here.