The reseller network had no credit control. There was no limit on how much any reseller could sell before settling, so large outstanding amounts piled up quietly, especially during peak season when volumes were highest and follow ups were hardest.
There was no structured hierarchy either. Sub resellers operated under resellers with zero visibility for management on who actually sold what. Third party platforms like travel and ticketing partners worked on separate systems, and reconciliation with them was fully manual.
Key operational gaps included:
No reseller credit limits
No sub reseller tracking or hierarchy
No settlement discipline
Manual reconciliation with third party platforms
No centralized view of distribution performance
The business needed cash flow control without losing the sales volume the network generated. Resellers were partners, not the problem. The missing piece was a system.