Feb 2019 – Oct 2022 · 3 yrs 8 mos · Mumbai, Maharashtra, India

• Private Equity - Value Creation:
• Advised a global Private Equity portfolio company on the working capital improvement opportunities (size ~$ 8m) across receivables and inventory for two manufacturing locations
• Assessed Working Capital improvement levers for a footwear manufacturing company across three plant locations by identifying process shortfalls leading to an inventory build-up
• Identified cash release opportunity through receivables optimization and contract management for a global private equity portfolio firm engaged in waste management business
• Mergers & Acquisitions:
• Led Post-Merger Integration for a digital technology service provider in healthcare and life sciences space: Created As-Is Operating Model, conducted functional integration planning and ensured Day-1 readiness
• Post-Merger Integration for a leading FMCG client that acquired Consumer Healthcare business: Deal Value - $ 4.5b : Led End-state design for sales data flow, synergy planning and tracking
• Advised on the “To-Be Operating Model” and identified key interdependencies of the entity on the group companies for Carveout assessment of a leading city gas distribution business
• Achieved disruption-free day-1 for a demerger of auto-dealership and parts business across four business units (BU): created of BU wise activity plan, tracked the implementation, and resolved bottlenecks via SteerCo connects

Mar 2017 – Jan 2019 · 1 yr 10 mos · Bengaluru Area, India

• Cost Transformation
• Achieved 9% operational cost reduction by leading a cost reduction program and implementing Kaizens across 15 manufacturing plants (~10,000 production operators for industry’s leading player with ~$ 1Bn revenue)
• Implemented IT-enabled cost monitoring to reduce manpower cost by aligning Man-to-Machine-Ratio tracking methods across functions resulting in ~2500 manpower reduction across business unit
• Productivity Improvement
• Spearheaded manufacturing processes Standardization and Automation through implementation of digital manufacturing toolkit across 15 manufacturing plants.
• Advised C-suite stakeholders - CEO & COO, Plant & Process heads on progress of program KPIs, identified and prioritized key issues and resolved deviations through weekly review meeting, ensuring successful implementation

Jun 2015 – Mar 2016 · 9 mos

• Site Operations: Led the execution team of 8 engineers and 97 skilled workers for a brownfield project worth ~INR 1000 million for NTPC.

Jul 2011 – Jun 2015 · 3 yrs 11 mos

• Led large scale capital projects (cum. worth ~$40 million) from concept to commissioning across pan-India locations
• Led cross-organizational and inter-unit teams, with team size of 35-40 members, for multiple projects being a single point of contact to ensure delivery of the committed business milestones
• Supply Chain Excellence: Reduced procurement cost by 30% for steel through initiating bulk procurement and standardizing engineering practices
• Project Management: Reduced sub-contracting cost by 8% across tenders by transformation in contract floating mechanism and order splitting

Jul 2010 – Jun 2011 · 11 mos

• Business Development
• Developed alternate bid proposal for CHP contract worth INR 3140 million; outbid private players by 1.8% margin.
• Bagged contracts (3 Nos.) worth ~INR 5140 million and acquired business through competitive bidding tenders, as a part of cross functional team, through effective proposal engineering, bid evaluation and techno-commercial bidding.
• Led cross-functional teams, with team size of 15-20 members, from business units across BHEL in formulating techno-commercial offer for the business challenges identified through client interactions.