May 2023 – Present · 2 yrs 10 mos · New Delhi, Delhi, India · On-site

• https://www.niti.gov.in/

May 2023 – Present · 2 yrs 10 mos · New Delhi, Delhi, India · On-site

• https://www.aim.gov.in/our-team.php

Jan 2023 – Present · 3 yrs 2 mos · Remote

• https://topmate.io/himjosh
• Leveraging my experience to mentor Business School students, Working Professional on making the right career choices esp. in the field of Consulting, Sales, Strategy, Public Policy and HR !!

Aug 2020 – May 2023 · 2 yrs 9 mos · Delhi, India || Greater Madrid Metropolitan Area · Hybrid

• Founding member with focus on building Technology-led wellness ecosystem through a single gateway to health by bringing Care to Insurance & Fun to habits. With Insurance at core, building Health related Platform as a Service (PaaS) & focus on high customer engagement levering Behavioral science & Exercise psychology for a unique User Experience.
• 1. Focus on Corporate clients (funded startups, promotor drive companies and Affinity groups through building communities)
• 2. Build products at the leveraging technology at the intersection of Insurance, Wellness, Diagnostics & Medicine
• 3. Gamification of healthier habits to Increase employee engagement by 10x
• 4. GMV with a monthly run rate of 250k+ USD across groups and doubling users every quarter
• https://www.alyve.health/

Dec 2018 – Jul 2020 · 1 yr 7 mos

• 1. Led Pan-India engagement to enhance Customer Experience through Digital Transformation & Startup Ecosystem for a marquee premium Motorcycle brand across their 900+ dealers (dlrs.)
• Digitally enabled “Insights-to-Action” framework to build seamless customer experience across customer touch-points
• 85+ Sales & Service Process refined, keeping customer at the center– Satisfaction levels jumped by 20%
• PMO for “Platinum-Certification” to develop 125+ flagship dlrs.in 6 focus cities – Infra., People, Process, Technology
• Digital Disruption through Startup Ecosystem– Leverage technology for customer delight for Digital leads
• Scaleup of “Uberization of TR” across 8 cities enabled reduction of contact time from 2 days to 10 min; TR ratio jumped by ~22% & booking ratio by 5%; Savings through elimination of Call Center
• Solution design for PoC on “Swiggyfication of Service” to enable Free / Paid service at door-step
• People Excellence Initiatives for on-ground sustenance through Quality of Contribution (QoC) & Leaderboards
• Operating model to identify manpower requirements, compensation benchmarks for 7k+ dlr. manpower (900+ dlrs.)
• Competency Assessment, PMS, LMS, R&R for 7k+ dlr. manpower for 2k+ dlr. manpower (125+ dlrs.)

Dec 2015 – Jul 2020 · 4 yrs 7 mos

Dec 2015 – Nov 2018 · 2 yrs 11 mos

• As an Engagement Manager worked primarily in the Auto Sector on Go-to Market and Analytics-driven Sales Transformation journey for leading Auto manufacturer in India:
• 1. Led Analytics-enabled Sales Transformation engagement to add ₹230 Cr. to topline with 24% vol. (1.5% Market Share) growth from North Zone (UP, UK, HR, PB, DL, CG, HP, JK) for a leading Tractor OEM
• Analytical-driven insights to implement focused initiatives for specific micro-markets & applications
• Village Prioritization Model using RTO data and focused activations increased penetration (20% additional sales)
• Purchase Propensity Model identified high propensity exchange customers; Focus on customized pitch / offers
• Pre-Owned Business build from scratch –Valuation of old tractors on easy-to-use tool using analytical model
• Optimization of village coverage by field team (“Har Gaon Dastak”) through technology to improve deal visibility
• Unique Loyalty Program Pilot & Scale-up connecting entire Agriculture eco-system (seeds, implements etc.)
• Auto Influencer Program to engage & incentivize for incremental sales & build brand in weak pockets
• Optimization of BTL Budget using Analytics to drive allocation of marketing investments across Brands, Geographies & Channels leveraging Direct / Digital marketing
• Capability & Learning initiatives through Gamification: Develop manpower of the future to sustain analytics initiatives
• Automated Dashboards across levels to help with reviews; System adherence through hot leads captured on DMS
• 2. Led overall HR work-stream for Process improvement for an Indian Agri-Rural & Chemical Business Conglomerate
• Analyzed As-is HR Processes to map them into ~85 process within 8 business units across multiple locations
• Change Management initiatives during IT Implementation & Process Optimization for HR processes (Hire to Retire)
• Designed overall PMS for the Group – Built Internal Capability to ensure business continuity post IT Implementation

Sep 2013 – Nov 2015 · 2 yrs 2 mos

• As a Strategy Consultant worked with the Govt. to deliver projects in Skilling (NSDC); Specializing in working with various state government and allied Semi-Govt. institutions to improving the policy formulation and implementation
• 1. Led the engagement to develop an overall Partnership Model in the Skilling domain for Japanese funded $100 billion Infrastructure project – Sponsored by DIPP, GoI
• Worked with senior bureaucrats across Central & 6 Indian State Govts. - UP, HR, RJ, MP, GJ & MH (Industry / Skill / Education Dept.) & local Industry associations, NGOs, Training partners, Academicians
• Develop a Monitoring & Evaluation framework for self-sustenance of SDIs – Org. Design, Accreditation, Industry engagement
• Conceptualize Partnership & Financial Sustainability Plan for SDIs – Ensure smooth implementation of core strategy at identified nodes to fit into the Vision 2030
• 2. Led 4 engagements to deliver a roadmap for skilling 500+ million people, for Ministry of Skilling, GoI working with the largest Sector Skill Councils – Auto, Construction & IT under National Skill Development Corp. (NSDC)
• Developed National Occupational Standards (NOS) involving Industries, Training Partners, Academicians & NGOs
• Development of Assessment tools to ensure smooth accreditation process - involved global benchmarks and Partnership with African / Asian countries
• 3. Led engagement on Manpower Augmentation Plan for World’s largest Paramilitary force for administrative & operational efficiency– Sponsored by Ministry of Home Affairs (MHA), GoI
• Analyzed working of Directorate (HQ); 4 Zonal HQ & special commando force along with 228 battalions and 22 sectors
• Business Process Re-engineering for core functions to make a Zero-Financial Impact Proposal on Operating Model keeping Vision 2020 on force expansion
• Impact of IT Strategy with Technology Transformational Roadmap for manpower re-deployment & Process optimization (PUC) - Prepared for all CAPFs under MHA, GoI

Jun 2011 – Aug 2013 · 2 yrs 2 mos

• As Business Strategy Analyst working primarily across Sales Transformation projects; Specialized in the Auto Industry across Commercial & Passenger Car segment in both key rural & urban markets.
• 1. Worked for a leading Indo-American JV Heavy Commercial OEM for Market-Entry Strategy in rural Maharashtra
• Increased sales by 2x in 6 months through better Pipeline management, Sales Process adherence
• Innovative Rural Channel Strategy – ‘Feet on Street Network’ & tie-ups with partner org. for lead generation
• Developed new Growth levers across Products, Channel & Customers to complement dlr. channel & drive penetration
• 2. Worked on Analytics-driven Sales Transformation project for a leading Automotive Car Manufacturer in Delhi NCR
• 1.5% Market Share growth with insights on new product-led future growth across premium segment
• Targeted ATL / BTL Campaigns for an increased Brand awareness within the identified micro-segment
• Focus on Key Accounts with “Solution-based” selling through targeted campaigns & coaching of field team
• Productivity & Exchange Analysis to develop new levers of growth along with better efficiency of sales staff
• 3. Worked to improve Channel Efficiency for a large multinational Japanese Consumer Goods’ India Operations
• High level Channel Strategy with focus on Retail & Market along with After-Sales Customer Satisfaction
• 3x improvement in KPIs: Increased penetration & better salience of sales through the Distributor Channel
• Implemented key actions at Distributor & Branch to increase Sales & M.S through Change Management initiatives

Dec 2013 – Jan 2014 · 1 mo · Across length & breadth of India

• Facilitator mentoring a cohort of 15+ Yatris
• 1 Train | 12 Destinations | 15 Role Models | 15 Days | 450+ Youth | 8000+ kms
• Jagriti Yatra is an ambitious train journey of discovery and transformation that took 450+ highly motivated youth from 28 Indian states across the social pyramid and foreign participant from 10 countries, on a 15 day, 8000+ km national odyssey to meet the role models - social and business entrepreneurs - of the country with a common vision of 'building India through enterprise'.

Sep 2010 – Sep 2010 · 0 mo · Delhi, India · On-site

• Field exposure as a part of a 2-term elective in XLRI Jamshedpur on Social Entrepreneurship
• Project was on the social impact as a result of Microfinance in Urban / Semi-Urban areas of Delhi
• Studied the impact microfinance in the social upliftment, Delhi area across various offices
• Identified new areas of growrh submitting the report to CEO-North
• https://www.ujjivansfb.in/

Jun 2010 – Feb 2011 · 8 mos · Jamshedpur Area, India

• Only elected member from PMIR in the marketing association
• Planned & organized India’s first confluence on Application of Behavioral Research & Neurosciences with keynote speaker from Stanford Behavioral Lab
• Executed launch of MAXI Writer Writers’ Guild blog-site & magazine ‘Insights’
• Team Lead for 25+ juniors for logistics of MAXI Fair’11 with an expected footfalls of 3500+
• https://maxi-xlri.in/

Apr 2010 – Jun 2010 · 2 mos · Mumbai Area, India · On-site

• Competency and Benchmarking of HR Policies and suggest new policies for JSW Group that the group is able to attract the best talent to keeping the vision and growth of the group in the future:
• Benchmark of JSW Group HR Policies and Manuals with competitor peer benchmarks
• Aim to make Policies robust across the JSW group through with a strong M&E framework
• Identified gaps & suggested new Summer Internship HR policy for group companies
• Conceptualized new Fast Track Promotion Scheme to retain outstanding young Talent
• https://www.jsw.in/

Jul 2006 – Jun 2009 · 2 yrs 11 mos · Lucknow Area, India · On-site

• Consistent High Performer - Fast Track Selection Scheme (FTSS) Finalist at TML from among 1000+ applicants
• Territory-Incharge handling the Customer Support and non-vehicular business sales (Commercial Vehicle Business Unit) including channel partner network expansion
• 1. Business Strategy: Long-term business strategy to increase non-vehicle Sales revenue & higher customer satisfaction
• Ensure dlr. performance through linkage Balanced Score Card (BSC) metrics to dlr. incentive payout
• Increased Spare Sales by 180%, AMC by 80% & increased penetration of Recon business amongst the fleet owners
• Reduced Warranty Costs by ~53 % & developed highest CSI dlr. through better response time & process adherence
• Key Account Management of Army & STU through Maintenance Framework to reduce “vehicle downtime”
• 2. People Management: Managing 150+ Sales & Service field manpower indirectly across dlrs. in UP & Uttarakhand
• e-Learning Training Champion across all dlrs. in North Zone; Best Performer appreciation by Regional Manager
• Manage recruitment, coaching of field team & drive CRM metrics through linkage with PMS & compensation
• https://www.tatamotors.com/commercial-vehicles/

May 2005 – Jul 2005 · 2 mos · Noida Area, India

• Expose to the Industrial Production setup in a Manufacturing Automotive plant to study the processes and supply chain and suggest ways to improve Productivity & reduce Cost leading to saving through Process optimization
• https://www.yamaha-motor-india.com/