May 2022 – Sep 2023 · 1 yr 4 mos

• Lead delivery of business transformation projects ensuring disciplined actions against timeline and leading communication within the organization
• Driving strategic changes through the organisation by driving large significant change projects
• Leading the digital business with a topline of ~INR 100 cr. Acquired more than 26 lakh customers in the last 24 months.
• Executing all the strategic and special projects being originated from CEO and MD’s office

Sep 2020 – May 2022 · 1 yr 8 mos

• Invested INR 5.5 cr in a gamified learning company from the balance sheet of ICICI Securities.
• Acquired a network platform for investors to discuss and exchange ideas on stocks and other investment assets for a consideration of INR 3.5 cr
• Lead delivery of business transformation projects ensuring disciplined actions against timeline and leading communication within the organization
• Engaging with key strategic stakeholders collaborating and implementing new trends; developing & implementing the work stream charter

Oct 2017 – Sep 2020 · 2 yrs 11 mos · Mumbai, Maharashtra, India

• Advised promoters on investments in both public and private markets (primarily through PIPE and mutual funds)
• Managed an equity portfolio worth INR 1500 cr including listed and private equity. Delivered 10% alpha over NIFTY for 3 years
• Deep understanding of the business operations of all sectors through very detailed researched (both primary and secondary)
• Evaluated an INR 350 cr investment in dental labs space based in the US for a control transaction
• Evaluated a lingerie brand with a topline of INR 1600 mn for FY 18 for a control stake
• Invested INR 5 cr in series B funding for an outhouse developer for UHNIs for a valuation of 300 cr
• Invested INR 2 cr in India’s largest fitness aggregator platform & INR 5 cr in a kids’ apparel brand in the USA as growth capital

Oct 2017 – Sep 2020 · 2 yrs 11 mos · Mumbai, Maharashtra, India · On-site

• Strategy formulation and execution of increasing the productivity & hence the profitability of Guardian Pharmacies & Health Supplements stores
• From being -11% EBITDA to being +7% EBITDA has been a big transformation effort across all stores
• 70/87 stores are now EBITDA positive with revenue enhancement and cost reduction measures across all contributors
• Opening stores across malls and airports in the country with an aggressive target of 100 stores in 12 months
• Reduction of overheads, reduction of rentals, optimization of manpower, streamlining operations contributed to EBITDA enhancement

Jan 2017 – Oct 2017 · 9 mos · Mumbai, Maharashtra, India

• Conducted reviews of various businesses and work on new initiatives across businesses, including alliances with overseas partners.
• Worked on a sell side mandates in private security services sector (deal size INR 1000 cr) and internet data centres space (deal size INR1500 cr)
• Working on a buy side mandate (deal size INR 2500 cr) in the telecom towers industry
• Working on a structured debt restructuring mandate for a garment exporter through share pledge in another company

Nov 2014 – Jan 2017 · 2 yrs 2 mos · Mumbai, Maharashtra, India

• Increased the business by more than 20% in one year and forged new partnerships with the customers
• Decreased back order by more than 70% from USD 29 mn to USD 5 mn in 12 months
• Improved processes, initiated forecasting, improved cash cycle, eliminated short lead time orders, improved OTIF
• Europe transformed from being at the bottom to either No. 1/2 in all the operational metrics across business zones

Feb 2013 – Oct 2014 · 1 yr 8 mos · Mumbai, Maharashtra, India

• Rationalized more than 20 countries and 160 partners (out of 800) to cut the tail of the business (<5% contribution)
• Negotiated for a pricing upside worth INR ~80 cr from partners by creating a price analysis tool
• Leveraged products/markets with similar regulatory compliances providing INR 200 cr upside on revenue
• Reduced the consumables by 10% thereby reducing cost by INR 15 cr across manufacturing units
• Increased the throughput of the capacity constrained lines by 20%-80% by reducing changeovers
• Drafted & implemented a new vendor development process which reduced the vendor development time by 40%
• Reduced procurement spend by 3% (INR 90 cr) by negotiations, better processes & contracts
• Increased OTIF(On Time In Full) from 15% to 85% by streamlining the operations & the business processes
• Conceived and incorporated the inventory norms & order forecasts for the international business

Jun 2012 – Jan 2013 · 7 mos

• Launched 3 new entry level handsets in the CDMA space and handled 0.3 million new acquisitions every month
• Managed a revenue corpus of INR 14000 mn for the CDMA customer base
• Launched PAN India campaigns for CDMA prepay acquisitions after liaising with circle marketing teams

Mar 2012 – Jun 2012 · 3 mos

• Project Title: Transforming the productivity and profitability of company owned retail stores
• Key Deliverables:
• Increasing Productivity & profitability of low performing Company operated stores to reach an average of 60 postpay activations/month
• Making the stores process perfect so that they can become role models for all other stores across the country
• Project Outcome:
• The stores were made process perfect and were replicated across the country and showed excellent results
• 12 stores out of 18 became profitable with the interventions suggested and have been highly appreciated by COO

Jan 2012 – Mar 2012 · 2 mos

• Key Deliverables:
• Analyse the growth trajectory of Sangathan. Assess sustainability & replicability of the ENSS as a concept & as a grassroots organisation
• Help chart a growth path for the registered organization of Single Women: addressing organizational and funding issues
• Project outcome:
• Recommended a sustainable growth path which was appreciated by the NGO owner and is being implemented
• Suggested an intervention with Social Cost Benefit Aanalysis to repair the non-functional wells of the village helping in better livelihood

Oct 2011 – Jan 2012 · 3 mos

• Key Deliverables:
• Feasibility study to divert some of WJMP’s production lines (anti-dumped) to another country to generate profit.
• Transforming the present Chinese unit into a high value added wire business to ensure the company’s sustainable growth.
• Project Outcome:
• Studied feasibility (qualitative & quantitative) to divert some of WJMP’s production lines to other country to generate profit
• Devised the Annual Business Plan involving macroeconomic analysis of 15 countries across continents
• Recommended restructuring plan is being implemented in the organization and the business is being shifted elsewhere

Jul 2011 – Sep 2012 · 1 yr 2 mos

• Key Deliverables:
• Coordinating with the Finance heads and business planning teams of Lucknow, Pune & Pantnagar plants to identify issues
• Reducing the time required to make reports to enable the Business Planning team to focus on data analysis
• Project Outcome:
• Engaged the local and the central Business Intelligence team to identify the feasibility of automation
• Reduced the manual effort in MIS reporting to half and increased attention to analysis with IT intervention

Apr 2010 – Jun 2010 · 2 mos · Mumbai, Maharashtra, India

• Prepared a business case (size: 3000 mn) on City Gas Distribution for infrastructure lending in India for next 5 years
• Conceptualized a framework for feasibility analysis of City Gas Distribution projects from a lender’s perspective
• Estimated the Project-IRR & Equity-IRR along with their sensitivity analysis
• Identified flaws with the bidding parameters prescribed by the regulator (PNGRB) and recommended appropriate changes

Jul 2007 – Jun 2009 · 1 yr 11 mos · Delhi, India

• Led a team of 9 design engineers for Bongaigaon and Kochi refinery projects worth approx. INR 6000 mn
• Planned and Designed piping works for various refineries and petrochemical plants in India
• Recognized as Top Talent for 2 consecutive years and nominated for Engineering Leadership Programme
• Youngest member selected by senior management in the 8-member Innovation Team for new business development
• Appreciated by Director for completing a project in record time generating 10% more fee
• Concluded the design of an entire unit in a team for a petrochemical complex worth INR 2000 mn