How Everest Formulations organized 40 field reps across 6 regions — without hiring a single new admin

The problem: a plan nobody could see until it was over

Sunita Rai manages six area managers and forty medical representatives spread across the Kathmandu Valley and Nepal's western districts. Every month started the same way: reps filled out a paper tour diary — or, more often lately, a photo of one sent over WhatsApp — listing which doctors, chemists, and stockists they planned to visit. Area managers were supposed to review and approve these before the month began.

In practice, approval happened whenever a manager had a free evening, sometimes a week or more after the month had already started. Reps were often three or four days into visits nobody had formally signed off on. Daily call reports came in a separate WhatsApp thread, disconnected from any approved plan, so there was no way to tell whether a logged visit matched an actual planned day — or was reconstructed from memory at the end of the week.

Sales targets lived in a single master spreadsheet that Sunita's sales-ops coordinator maintained by hand. Reps didn't have their own view of it — they'd message the coordinator to ask where they stood against target, and wait.

The shift: the same four steps, just made to actually work

Everest didn't change how their sales process was supposed to work — plan, submit, approve, report was already the policy on paper. What Tidytarget changed was whether that process actually happened on time, and whether anyone could trust the record afterward.

In week one, Sunita's team mapped their six regions and existing divisions into Tidytarget's geography structure, and locked each rep and area manager to their own division and territory — a rep in Pokhara would only ever see Pokhara's doctors, never the whole company's customer list by accident.

By week two, all 40 reps were building their monthly tour plan in one sitting using the bulk planning grid, instead of writing out 26 individual working days by hand. Weekends and public holidays were already filled in. Submitting a finished plan took one click, and area managers had a single queue to review — no more digging through a WhatsApp thread to find which photo was this month's plan.

That one rule — a call can only be logged against an Approved day — turned out to matter more than Sunita expected. It meant a DCR entry was never just a rep's memory of the week; it was tied to a plan a manager had actually reviewed. When a regional director asked "how many of our planned cardiology visits actually happened last month," the answer was a real number for the first time, not an estimate.

The result: 90 days in

By the end of the first quarter, the change wasn't just in how fast approvals moved — it was in how much Sunita's team stopped having to manually reconcile. The sales-ops coordinator who used to spend two full days a month compiling tour reports from photos and messages now spends that time on actual territory analysis.

Sunita's own routine changed too. She now delegates her approval queue to her deputy for the two weeks a quarter she's in the field herself, instead of plans simply piling up until she's back at a desk. And when an audit came through mid-year, the answer to "who approved this expense claim, and when" was a lookup, not a week of searching old messages.