Loan Agent Business: Files, Bank Mix and Payout Tracking

• 01Leads are counted at the top, but the pipeline from lead to login, sanction and disbursal is not tracked, so the agency cannot say where files drop out.
• 02Most files go to one or two banks because the executives know those desks, and a change in one bank's turnaround changes the whole month.
• 03Payouts arrive weeks after disbursal in lump sums, and the agency has no sheet comparing what was expected by file with what was received.
• 04Files go back and forth for missing documents, so one executive spends days on rework that the agency never counts.
• 05Executives are paid on disbursal, and the agency carries salary and office costs for months before a file turns into income.

• Lead to disbursal share

  Files disbursed divided by leads received in the same period, by executive and by bank.

• Largest bank's share

  Disbursed files, or payout, from your largest bank divided by the total for the month.

• Payout gap

  Payout expected for disbursed files less payout received, listed by file and bank.

• Files returned for rework

  Files sent back for a missing document or step divided by files logged, by executive.

Thirty leads never reach a bank, another 30 files stall between logging and sanction, and 12 more fall after sanction. The first two gaps are equal, so read the files in both before adding more leads.

• 01Counting leads without the lead to disbursal share, so the stage where files drop out stays hidden.
• 02Sending most files to the bank that is easiest to reach, until its share becomes the agency's biggest risk.
• 03Accepting payouts without a register, so the payout gap on small files is never noticed.

• 01A pipeline sheet with counts at lead, login, sanction and disbursal for each executive
• 02Share of disbursed files and payout by bank, with the largest bank's share shown
• 03A payout register: file, expected amount, amount received and date, with differences listed
• 04A rework log: files returned, the document or step missing and the executive
• 05A checklist of documents collected at the first meeting, kept the same for each file type
• 06Executive earnings against fixed cost, month by month
• 07Cash timeline from disbursal to payout, so the gap is planned for
• 08A Monday pipeline page for the owner and the team leads

1. List last month's leads and mark how far each one went: logged, sanctioned or disbursed. Count each stage.
2. Hypothetical example: 120 leads, 90 logged with a bank, 60 sanctioned and 48 disbursed give 75, 50 and 40 percent of leads at each stage. The biggest drop is between logging and sanction, so check what is missing in those files.
3. Write the payout you expected on each disbursed file and the amount received. Hypothetically, ₹1,80,000 expected against ₹1,50,000 received leaves ₹30,000 to chase and explain.

1. First call: you describe the business and the numbers you already track.
2. Your first sheet: the one described under What you get, built from your own books.
3. The rhythm: a regular review of lead to disbursal share, largest bank's share, payout gap, files returned for rework.
4. What you hold at the end: a written sheet and a named owner for each number.

• Business Diagnosis & Problem Solving

  Trace one problem, such as falling repeat orders or flat profit, to its cause through your numbers, people and a few customers, then fix the first thing.

• Business Consulting

  Business Diagnosis & Problem Solving is part of Business Consulting. See the full service if the problem is wider than one piece.

• Our sales are inconsistent and impossible to predict

  One month is packed, the next is empty. See why sales swing and how a written pipeline, a follow-up rule and weekly tracking bring steadier orders.

• Cash is always tight, even when sales look good

  Full order book but an empty account? See how collections, stock, credit terms and timing gaps drain cash, and how a 13-week forecast eases the squeeze.

• How this differs from Finance and insurance advisers

  An adviser places insurance and investments and earns renewals over the years; a loan agent earns on disbursal and lives on conversion and payout timing.

• How this differs from MSME and business finance providers

  A business finance provider lends from its own or partner funds; a loan agent only introduces files to banks and is paid when they disburse.