May 2021 – Jan 2022 · 8 mos · Bengaluru, Karnataka, India

• Identified opportunities in Merchant Trading & Inside sales across Asia and successfully commenced MoM trading of 25 Cr/month
• Partnered with UAE suppliers/traders/Shipping Agencies, set up processes & built Zetwerk as a major Importer of Bitumen/Oil in India
• Built Portfolio of ~ 10 Cr/month in Trade Financing Bitumen/Oil PAN India while expanding the portfolio of BG/Letter of Credit
• Formulated strategic tie-ups with Steel/Bitumen suppliers for financing existing customers & Improvising margins/receivable terms

Aug 2020 – May 2021 · 9 mos · Ahmedabad, Gujarat, India

• Profit & Loss Management, Strategic Sourcing, Inventory Management & Stake Holder Management -INR 2.22 Cr Portfolio
• Business Planning & Strategy
• Orchestrated strategic sourcing of FMCG articles via different avenues Direct from brands, Local Buy-Sell & Marketplace
• Realized 85% incremental sales, INR 2.22 Cr with delivered margin of 3.5 % vs INR 1.2 Cr with margin of 2.5% in Aug 20
• Generated cross selling opportunities for FMCG with Staples, improved penetration & contribution of Non KVI in the basket
• Motivated a team of Area supply lead, Team leads & BDEs to bring down inventory from 70 DOH to 17 DOH while maintaining >95% availability & planning against capping/stock out issues without hampering sales

May 2019 – Aug 2020 · 1 yr 3 mos · Kolkata

• Profit & Loss management, Promo Mix design, Inventory management & Demand planning of Homecare, Insecticides & Private Label category- INR 80 Cr portfolio across 163 stores (PAN India) & E-commerce platform.
• Private Label- Development & Manufacturing
• Achieved YoY growth of 75% (INR 72 L/month vs INR 41 L/month) in Private Label Category, FMCG
•  Repositioned Private Label branding with conversion to fresh artwork & premium labels (offset to roll form printing)
•  Improved share of mind & purchase value by remodelling promotional mix strategy while maintaining delivered margin
• Conceptualized & launched focal articles like Toilet Cleaner Pack of 3, Home Cleaning Kit; Succeeded in expansion of private label value share from 4.2% to 6.5% of Household Need category
• Negotiated with new/existing private label manufacturer & achieved 4.16% reduction (INR 3L) in procurement cost/month
• Sales & Business Development
• Revived Home Care category to (+)10% YoY growth, increased bill penetration & delivered 21% margin month on month.
•  Increased Bill Penetration of category by 4%, through creation of multiple touchpoints with credible brand impressions
•  Implemented CRM as per sales in catchment & introduced new articles to bridge assortment gap via market research
•  Negotiated investment of 25L+/month from challenger brands on customer touch points & new product introduction
• Planned category acceleration projects like “Anti Plastic Campaign” & delivered 25% growth YOY in Shoe care & Insecticides
• Inventory Optimization
• Designed & executed Inter-store Stock Transfer model across 43 stores in Kolkata based on Geo restriction, sales trends & shelf life for each sku-store combination and brought down inventory in West Bengal region to 23 DOH vs existing 45 DOH.
• Perfected buying through forecasting & auto replenishment system; Attained 95% availability across 163 stores for the biggest campaign of Household Need category - “Safaai Utsav 2019”

Aug 2012 – Mar 2018 · 5 yrs 7 mos · Gouri Open Cast Mine, Ballarpur

• Operations & supply chain management of a coal mine (annual turnover: INR 206 crore), implementation of E-governance, strategic procurement & outsourcing contracts for 8 coal mines (annual turnover INR 1000 crore)
• Reduced standalone process time of dispatch by 15% by performing root cause analysis & re-designing the existing conveyor system
• Increased availability time of crusher by 8% by rearranging & outsourcing the work of cleaning residual coal during shift changeover time
• Developed competencies of 40 skilled workers in multiple functions by instituting cross functional training across maintenance divisions
• Led a team of 200 technicians; Exceeded budgeted production by 23.4% & contributed INR 39.06 crores to the top line for F.Y 17-18
• Implemented E-Tender; Achieved 20% reduction in award price & saved INR 50 lakhs by breaking monopoly in logistics market
• Modified tender award process from evaluation to final bid offer scrutiny & successfully awarded more than 110 tenders annually
• Mentored 20 Management Trainees for 2 years & led scaling operations for implementing E-Tender across different areas of WCL