Mar 2024 – Feb 2025 · 11 mos

• As Plant Director & P&L Co-owner of an acquired facility generating a significant INR 900 million in revenue, I led a 260-member team through a full-scale business turnaround and product diversification.
• Launched high-end Reactors & Supercritical Piping Systems—first in Pfaudler—adding ₹60M annual revenue.
• Unlocked ₹29.1M savings via manufacturing, energy, sourcing, inventory, logistics, and labor levers.
• Maintained world-class efficiency in the our bottleneck process—best in India, 2nd globally.
• Enhanced quality, cutting rejections from 32% to 13%, and improved customer scores from 3.57 to 4.4.
• Drove a Global Supply Program for the US, alongside COO of Pfaudler International, of items which are facing supply issues in the US. Cleared the manufacturing pilot and assessment and secured three Purchase Orders.
• Collaborated on Project Shikhar, a McKinsey-led Value Engineering initiative. Piloted two ideas in Hyderabad operations, successfully implemented in live orders with an annual savings potential of ₹24.8 million across GMM Pfaudler India.
• Set new productivity & financial benchmarks:
• Achieved highest monthly invoicing (91) and FATs (93) against a 60-month average.
• Reduced OEM delivery lead time by 37.5% and aftermarket by 43%.
• Improved Days Payment Outstanding from 23 to 43 days, boosting working capital.
• Drove Digital Transformation & AI Initiatives:
• Reduced documentation time 75% with Generative AI for Bank Guarantees.
• Piloted AI-driven defect detection, minimizing human error and enabling semi-skilled inspections.
• Strengthened safety and environmental levers:
• Sustained a TRIR of 0.65, enhanced UA/UC reporting via MiSafe App, strengthened safety culture through Toolbox Talks and regional language engagement, and contributed to British Safety Council award preparation.
• Pioneered wooden box reuse, scaling savings year-on-year—216 boxes & 370 CFT in FY25 from 180 nos and 337 CFT in FY24

Jun 2021 – Feb 2024 · 2 yrs 8 mos

• Revenue Growth & Supply Chain Optimization
• As Supply Planning Lead, I drove 300% revenue growth, scaling from ₹150M to ₹600M in FY22 and 50% YoY growth to ₹900M in FY23.
• Led product portfolio expansion, unlocking ₹50M additional revenue by introducing high-efficiency mixing systems.
• Implemented the S&OP process, boosting procurement agility and manufacturing responsiveness.
• Optimized inventory, unlocking ₹95M in working capital and reducing inventory days by 37%.
• Cut slow-moving inventory by ₹3M, improving cash flow and warehouse efficiency.
• Global Synergies & Cost Leadership – Project Apollo & QISS
• Core team member of Project Apollo, targeting USD 5M synergy between Indian and international businesses.Partnered with global technical and finance teams to align program priorities and execution.
• Led Project QISS, achieved $1M in cost savings for Germany and Italy operations through low-cost sourcing.
• Executed feasibility studies and qualified 5 critical raw material grades in India per stringent European standards.
• Developed a cross-border procurement roadmap for 23 SKUs, enabling seamless global sourcing.
• Spearheaded a new global order management process, collaborated with tech teams for system integration.
• Conducted 4 international supply chain audits, focusing on quality and on-time delivery.
• Strategic Projects & CAPEX Management
• Led a ₹200M CAPEX program, scaling infrastructure and driving manufacturing efficiency.
• Coordinated customer-centric product improvement projects, enhancing value delivery.
• Operational Excellence & Cost Savings
• Established the Operational Excellence practice across Hyderabad and Ahmedabad plants.
• Led Kaizen programs Spurthi & Utkarsh, delivering documented savings of ₹25M through productivity and process improvements

Dec 2019 – May 2021 · 1 yr 5 mos

• Business Turnaround – Newly Acquired Manufacturing Facility, Hyderabad
• I played a pivotal role in turning around a loss-making acquisition, driving it to EBITDA-positive within 6 months post-handover.
• Led 6 months of pre-handover due diligence, redefining critical processes, material planning, & supply chain workflows to unlock operational efficiencies.
• Executed targeted process improvements, stabilized ERP operations, & streamlined material flows to ensure right-time, right-place availability across production.
• Cross-Functional Business Reviews – Driving Revenue, Margins & Alignment
• I anchored monthly cross-functional strategic reviews, aligning Sales, Manufacturing, Supply Chain, and Finance on revenue and profitability goals.
• Monitored Revenue, Order Booking, Gross Margins, AR, and Manufacturing Adherence across business lines, enabling real-time corrective actions to protect budget integrity.
• Prioritized high-margin opportunities from the Salesforce funnel, optimized order execution, and ensured resource alignment to maximize profitability.
• Created a unified decision-making platform to proactively address customer priorities, quality issues, cost overruns, and cost-saving initiatives.
• Empowered planners with forward visibility, improving raw material forecasts and enhancing production agility.
• Paperless Factory – End-to-End Digital Transformation
• I championed the Paperless Factory initiative, eliminating manual processes and digitizing operations for enhanced agility & accuracy.
• Installed Digital Kiosks on the shop floor, enabling workers to access real-time Engineering Drawings in digital format with instant updates eliminating delays and errors from manual transfers
• Integrated Google and Microsoft platforms for real-time data sharing, breaking silos and enabling instant cross-department collaboration.
• Enhanced ERP workflows to automate reporting, cutting down transactional workload and ensuring data-driven decision-making at every level.

May 2017 – Nov 2019 · 2 yrs 6 mos

• Led Project Shakti - Drove a 23% throughput increase
• Ran de-bottlenecking exercise on 7 Critical work centers and implemented action items to increase capacity.
• Shifted the planning horizon from T+1 to T+3, embedding service level accountability across Sales, Engineering, Manufacturing, and Supply Chain.
• Unified review mechanisms, reducing Production review time from 6 hours to <2 hours, despite increased production output and project load.
• Strengthened supplier ecosystem by mapping vendor capacities against revenue targets and onboarding alternate suppliers to mitigate risks.
• Implemented Preventive Maintenance protocols and established Safety Stocks for critical spares
• Digital Transformation – Productivity & Agility Enhancements
• Launched a 24x7 Maintenance App, enabling real-time monitoring, faster issue resolution, and significantly lowering maintenance downtime.
• Rolled out a Web App for Order Tracking, enhancing supply chain visibility and execution agility.
• Delivered productivity savings of 6,240+ man-hours annually, freeing up leadership bandwidth and operational resources for strategic tasks.
• Operational Excellence Practice – Institutionalizing Continuous Improvement
• Founded the Operational Excellence Practice at GMM Pfaudler, laying the groundwork for continuous process improvements and scalable growth.
• Project Spring – Strategic Planning & Business Due Diligence
• Core team member of ‘Project Spring’, leading due diligence for the 5-Year Strategic Plan formulation focused on future-proofing growth and profitability.

Apr 2016 – Jun 2016 · 2 mos · Mumbai Area, India · On-site

• Revived TGPXchange – Digital Platform for Inventory Liquidation
• Spearheaded the turnaround of an underperforming online auction platform, driving ₹30.5 lakh annual savings by re-engineering processes and optimizing workflows.
• Delivered a detailed analytical deep-dive of the existing model, identifying bottlenecks and unlocking efficiency levers.
• Led competitive benchmarking, proposing actionable solutions that revived platform traction and stakeholder confidence.
• Accelerated Net Spare Parts Sales Growth – CVBU (with Accenture Strategy)
• Catalyzed a 30% sales surge to ₹104 Cr/month by designing strategic interventions based on granular sales and pricing data analysis.
• Initiated partnerships with Amazon and Snapdeal to onboard 10,000+ SKUs, unlocking digital sales channels and expanding market reach.
• Formulated pricing and inventory strategies to drive profitability and optimize product availability.
• Developed National Infrastructure & Process Manual – CVBU Parts Function
• Conceptualized and authored ‘TGP-360’, a comprehensive operational manual rolled out to 2,000+ channel partners Pan-India, standardizing processes across the network.
• Executed ground-level As-Is process audits through field visits, identifying critical gaps and recommending scalable improvements.
• Led vendor selection, evaluation, and negotiations for custom racking solutions, ensuring cost-effective infrastructure upgrades.

Jul 2013 – Apr 2015 · 1 yr 9 mos · Jaipur Area, India · On-site

• Drove Six Sigma initiatives, achieving an 82% reduction in noise rejections and delivering annual cost savings of ₹1.3 million—a benchmark operational excellence project.
• Led cross-functional teams on a strategic Quality Assurance digitalization project with Tata Technologies, enabling end-to-end traceability from Raw Material Test Certificates to Process and Product Parameters for critical ball bearing manufacturing.
• Championed the adoption and user success of IBHAR, a Production Management web app, acting as the single point of contact. Enabled real-time manufacturing visibility and enhanced user satisfaction by streamlining issue resolution.
• Spearheaded data-driven decision-making by maintaining and analyzing the Operations & Maintenance database in SAP PM, ensuring proactive asset management.
• Oversaw progress review of 12 strategic projects (MinD - Minimum Defect), coordinating 60+ cross-functional team members to drive defect elimination and process optimization.
• Recognized with the Highest Rating by the Business Excellence Team for outstanding performance during the FY15 appraisal cycle.