Apr 2022 – Aug 2023 · 1 yr 4 mos

• Led charters in the central operations and strategy team. Drove some key strategic projects for the organisation.

Oct 2020 – Mar 2022 · 1 yr 5 mos

• Leadership role in central operations, managing teams across; Unit Economics, Customer Experience, and Strategic Projects.

Jan 2019 – Oct 2020 · 1 yr 9 mos

• Launched and led regional business for Supr Daily. This entailed working with a multi-layer team and a scope to manage a workforce of more than 1000.
• Worked on some of the following hygiene metrics on day-to-day and mid-term horizons:
• Customer Experience (On-time delivery, Intact Delivery, host of other metrics we used as a proxy for customer experience).
• Unit Economics (Essentially improvement in the load carried per executive and in turn improvement in the overall fleet count, optimisation of cost on packaging material, logistics, warehouse, last mile hubs)
• Projects (Designing of bags and other infrastructure for Delivery executives)
• Working with product/tech to build user-first interfaces and apps for warehousing and last-mile operations.
• A re-defining role for me: This was the first time I was leading such a large team and doing more granular day-to-day operations compared to the accrued strength around Business and PnL management.

Jan 2018 – Jan 2019 · 1 yr

• I led Truebil's business for Delhi-NCR geography.
• Launched Delhi operations on a classified platform and soon grew the regional business into multiple verticals. Scaled up from 0 Cr (marketplace) to 80 Cr (Full Stack- Inventory + Marketplace) of annual business.
• Was responsible for regional-level business calls, maintaining growth of ~10% m.o.m on the GMV while ensuring guardrails of margins intact, hiring at all levels for the region, and managing and developing business associations.
• With direct and indirect reporting of 50+ hustlers (Senior Managers to Executives), I governed the P&L of multi-product verticals: B2B, B2C, C2C and Post-Sales.
• Key defining moments: Ramp up of B2C business in the first 3 months of launch, set up B2B vertical with 200+ car transactions happening month over month, tried first in industry (e-commerce) model of marketplace procurement of luxury cars (retailers unable to sell cars, we'd park it in our stores and sell on behalf).

Jan 2017 – Jan 2018 · 1 yr

• The problem Truebil was after was a big one and in many circles, I could relate well to the problem. Coming from New Delhi which is also known to be Asia's largest market for used cars, I understood what an enormous challenge it would be to make this offline market go online and also build transparency and convenience for users in parallel.
• Though Truebil was very nascent, the journey and the role enticed me to partner with Truebil for the mission.
• I was tasked to set up Truebil's business in New Delhi- build the team, set up the operations and scale it. Soon this became the highest revenue and margin generating geography for Truebil.

Jan 2016 – Jan 2017 · 1 yr · Gurgaon, India

• Most of my efforts in this part of my career went into:
• Expansion of business by increasing the serviceability coverage of our operations. Launched new routes, made many new areas serviceable.
• Improved business hygiene metrics: Started building on route level PnL, monitoring some key input metrics to help improve the PnL. Worked on initiatives to improve seats occupied per vehicle, vehicle cross-utilization in lean hours, new riders acquisition, and reducing churn of users.
• Couple of quarters went into business development: Engaging various corporates to have a strategic tie-up for their corporate transportation solutions, the end result being an increase in revenue and strategical footing into B2B space. Was able to lead efforts and bring in a couple of clients for the organization, namely Luminous and Apollo Tyres.
• Ramp up of team size: Hired more than 50 Management Trainees in the 2016 batch from Tier-I, II colleges for the imminent need for business scale-up.

Jan 2015 – Jan 2016 · 1 yr · Gurgaon, India

• Joined as management trainee (part of the first 15 team members at Shuttl) and got to do a lot of hands-on stuff for the Series A startup. Played multiple hats across BTL & ATL marketing, Hiring, Business Development, and Operations.
• Fare share of efforts went into setting up operations across Delhi and Gurgaon and getting marketing efforts in place to get the initial traction of customers going.
• This role was the defining moment for my career trajectory ahead. It not only helped establish some of the strong connections I have built but also gave a first-hand purview of various aspects of running a business.
• Nothing short of doing a 1-year MBA.