Oct 2012 – Mar 2015 · 2 yrs 5 mos · Hyderabad Area, India

• Tata- BSS is a Customer Experience & Business Process Management firm with over 11,000 employees and 18 delivery centers handling Customers across The Globe
• Tata-BSS understands processes across industries and helps its Clients via Growing their Customer base, Protecting their Brand and Driving efficiencies
• This allows Clients to concentrate on their core business - pummelling competition to win the consumers of tomorrow. For everything else there is Tata Business Support Services
• Sarajit oversees the P&L for the existing business. Business Transformation, Technology and New product Design & Introductions are part of Sarajit's portfolio

Jul 2009 – Oct 2012 · 3 yrs 3 mos

• A challenging assignment in a tough terrain. Sarajit was responsible for Business Development through active identification, engagement and securing of M&A / Alliance Targets. Managing and Migrating existing portfolio of brands and enter new categories through innovation. Adding value to Joint Venture investments as a Board Member with focus on 'change management', governance and innovation

Oct 2006 – Jun 2009 · 2 yrs 8 mos

• A start up subsidiary of Tata Coffee Ltd. Responsible for a 'strategic entry into the Russian market and for diversification of Coffee sales worldwide. Entry into Japan, China, Turkey, Poland and a few other markets, with 60% sales growth. It was a great opportunity to spearhead the entry into Russia with a strategic stake in an entity with 4% market share in the one of the worlds largest Tea and Coffee markets

Sep 2004 – Sep 2006 · 2 yrs

• Marketing Manager in Charge of Tata Tea Agni and Tata Tea Premium Tea Bags. Started as Brand Manager for standalone Agni brand and ended with the successful migration of Agni under Tata Tea Agni. As custodian of the Brand Profit and Loss account the role exposed one to viewing the brand as a 'business', whilst focussing on consumer insights. Brand migration exposed one to actually understanding how important a Brand Identity Model is, and how to manage morphing one into another, whilst managing the huge risks that such an activity involves

Dec 2002 – Sep 2004 · 1 yr 9 mos

• Retail Value Management program in Tata Steel was designed with the purpose of channel redesign and management to capture pocket margins. Improving premium over competition via channel segmentation, tailored programs for loyal and non loyal segments of the channel with size as an additional cut sitting at the heart of the program. Programs were tine time bound , ideas led and monitored for a 12 month period post implementation

Sep 2001 – Dec 2002 · 1 yr 3 mos

• Manager Strategy and Planning was responsible for providing robust challenge to profit centre profitability and strategy. The strategy was rolled out in consultation with the individual profit centre heads. Sarajit was also in charge of Steel price forecasting and M&A target identification and valuation

Jun 2000 – Dec 2001 · 1 yr 6 mos · Bangalore

• Involved in the Rationalization of Packaging Units in Tata Tea
• Build LPP model for locations and identify warehouses, packers in locations shortlisted