May 2022 – Oct 2023 · 1 yr 5 mos · Bengaluru, Karnataka, India

• Building Meesho Superstore, heading a team of 40+.
• 1. Leading Category Operations for all categories . Liaising with multiple teams viz. SCM, User Growth, Categories and leading/driving all cross functional operational projects. Full ownership of inventory and seller management. Process excellence and automation champion.
• 2. Category Leadership for Staples, FMCG, Fresh and General Merchandise. PnL ownership across Packaged Foods, Beverages, Dairy, Home Care, Personal Care, General Merchandise and Fresh categories

Nov 2020 – May 2022 · 1 yr 6 mos · Bengaluru, Karnataka, India

• Rating : Exceeds High Bar (Top 2%)
• Amazon Leadership Principle : Role Model ( Top 2%)
• Handling the end to end supply chain for one of the fastest growing categories in e-comm - Furniture.
• OOS reduction from 20% to 5% levels (Best in Amazon) for furniture across two separate networks (National and Regional (heavy & bulky)
• Optimisation of Unhealthy inventory from 25% to 12%
• Multiple projects in optimisation including setting up new metrices like GIS ( Glance View in Stock) and H&B (regional) UHI automation

Aug 2020 – Nov 2020 · 3 mos

• Leading Ubers operations in the Indian Sub continent for Airports, travel hubs, micro markets and venues.
• The overall places portfolio accounts for ~15% of Uber revenues in the geography

Jan 2019 – Aug 2020 · 1 yr 7 mos

• "Top x Top Bucket Rating" (Top 2%) during first appraisal
• Currently managing Premium Product Categories across East India, with additional charge of heading business operations in Bihar & Jharkhand. This role involves managing and overseeing the end to end portfolio of premium offerings across 9 cities in East India and leading on ground operations and policy efforts in Bihar and Jharkhand
• Key achievements so far:
• 1. Expanded Uber Intercity business by 5x in Kolkata along with 5 pp improvement in net inflows
• 3. 2x growth in category size, gross bookings and net inflows in the Kolkata Uber XL portfolio
• 4. 80% YoY growth on the Premium rides portfolio in Kolkata
• 5. Launched Ubermoto as a low cost two wheeler transportation option in multiple cities
• 6. Expanded the Uber Premium rides portfolio to over 9 cities in the East
• 7. Launched on ground operations in Jamshedpur in December 2019
• 8. Launched on ground operations in Jamshedpur in April 2019

Jul 2018 – Jan 2019 · 6 mos · Mumbai Area, India

• Accenture Strategy | Supply Chain | Logistics | Operations
• Projects in the hi-tech sector with focus on :
• Supply Chain Segmentation
• Statistical Analysis ( R, Sql)
• Project Management
• Value Realization
• Stakeholder Management
• Projects involved teams and client locations across multiple geographies and provided a scope for working with teams from different backgrounds and cultures

Jun 2017 – Jul 2018 · 1 yr 1 mo

• 1. Pan India Supply Network Planning and Demand Fulfilment for Biscuits from 20 factories to 50+ warehouses and 1600+ primary distributor locations
• 2. Responsible for monthly stock flow of 30,000 T and an annual turnover of Rs 3,000 crores
• 3. Production planning of 16 Subcategories and 150+ SKUs from 20 separate factories
• 4. Inventory management to ensure optimum chain pipelines, stock optimization levels over 95% and D&D less than 0.003 % of annual turnover
• 5. Demand forecasting basis statistical methods, historical data and forecasting techniques
• 6. Facilitating the Sales & Operations Planning process every month to ensure smooth functioning of the supply chain and Pan India demand fulfilment

Mar 2016 – May 2017 · 1 yr 2 mos

• Entrusted with the addl. responsibilities of handling the logistics & network design of ITC’s flagship Cigarette category and growing Personal Care Product portfolio within first 9 months of engagement owing to outstanding performance in the staples category
• Cigarettes:
• 1. Responsible for planning , network design and movement of approximately Rs 150 + crores of FG from 10 factories to 61 warehouses across the country
• 2. Handling a freight budget of Rs 40+ crores annually in cigarettes and ensuring availability across all warehouses at lowest cost to serve and least time to market
• 3. Maintained stock optimization at an amazingly high 98% despite several challenges stemming from capacity constraints and regulatory interventions post the union budget
• 4. Successfully handled volume shifts of over 400 million cigarettes per month owing to VAT revision in Maharashtra & UP, liaised with production teams to ensure network optimization
• 5. Redesigned the cigarette network post changes in Vat structure following the Union Budget using i2 optimizer tool resulting in 5 cr + transportation cost saving
• 6. Successfully handled turbulence in the Cigarette supply chain and network during the 40% to 85% pictorial warning changeover
• Personal Care Products:
• 1. Responsible for Pan India freight movements of ITC’s entire personal care portfolio from 7 factories to 61 warehouses and multiple Pharma WDs, approx. business volume of Rs 1000 crore per annum
• 2. Designed part load movement network and strategy for movement of niche SKUs through negotiations with Bluedart and Rivigo, resulting in 9% D&D reduction

Jan 2016 – Jan 2018 · 2 yrs

• Lead ITC's annual freight negotiation activity for two consecutive years, successful in delivering cumulative cost savings of approximately 25 cr over 2 years
• 2017-18 :
• 1. Spearheaded vendor profiling, due diligence, benchmarking and target setting while ensuring audit compliance
• 2. Close-door negotiation followed by Reverse auction with over 100 service providers
• 3. Achieved annual savings of Rs 15.4 crores @ 4.7% on a total annual freight spend of 400 crores
• 2016-17 :
• 1. Led 4-member ‘Central Freight Buying’ team (CBT), responsible for annual freight spend of over Rs. 270+ Crores
• 2. Facilitated Vendor profiling, Freight benchmarking (both Internal and External), negotiations target setting (both cluster and route level) & final Close-Door Negotiation with 50+ vendors
• 3. Deployed different Freight Buying strategies depending upon market & product category characteristics
• 4. Facilitated Audit compliance & completion of Internal & External audit of freight buying process
• 5. Pan India logistics freight saving of ~Rs. 8 Cr. through negotiations

Jul 2015 – Feb 2016 · 7 mos

• 1. Handled the logistics network of the largest non-tobacco portfolio of ITC, Rs. 1200 + crore brand
• 2. Responsible for pan India logistics movement and network planning from 27 factories & 2 Salt Points to 61 Warehouses and 1500+ customer locations
• 3. Handled an annual freight spend of Rs. 110 crores and transportation through 40+ vendor partners
• 4. Innovative service models for reducing the Cost to serve , total cost savings identified to the tune of Rs. 67 lacs per month
• 5. Responsible for 80,000 + MT of FG movement in a month through various modes like road/rail/sea while ensuing optimum vehicle mix, 99% TIT adherence and 98% fill rate of SKUs across customer locations in the country
• 6. Initialised direct to store delivery models for Atta by taking advantage of order frequencies and volumes at select outlets across the country resulting in cost saving of Rs. 36 lacs per month.

Apr 2014 – Jun 2014 · 2 mos · Bengaluru Area, India

• 1. Forecasting techniques to suggest the best possible variants for ITC to enter the Indian juice market
• 2. Identified ideal procurement channels & mediums for the different juice variants
• 3. Travelled extensively across India ( 11 states ) to trace the entire supply chain of raw materials and developed procurement strategies based on the same
• 4. Quantitative and qualitative comparison between Indian and foreign (eg. Israel, China, Brazil etc.) alternatives available for sourcing
• 5. Identified cost savings of over Rs 1.80 crores per annum by identifying trends in seasonality of prices, ideal grades for manufacturing and storage locations.
• 6. Conceptualised and constructed value chain diagrams for all variants from raw materials to Finished Goods
• 7. Identified suitable locations for in house processing of selected fruits and carried out cost benefit analysis for the same as opposed to direct procurement
• 8. Identified optimal storage locations and calculated space requirements basis proximity to raw material , rentals and seasonality of different fruits resulting in saving of Rs 76 lacs per annum

Jun 2010 – May 2013 · 2 yrs 11 mos · SUBHASGRAM | 400 KV Substation

• Joined one of India's most profitable PSUs straight off of campus at the young age of 21. Had a rich experience of over 3 years in different operational and technical roles which led to a strong foundation for my future professional endeavours
• Responsibilities:
• 1. In charge of two independent departments, viz. Substation Operations & Commissioning
• 2. Handled a team of 20 full time employees across two departments
• 3. Responsible for overall preventive maintenance & operation of all 400 KV equipment like Circuit breakers, Transformers, digital relay systems etc.
• 4. Responsible for testing & commissioning of new & existing high voltage transmission equipment present in the substation
• 5. Ensuring over 99% serviceability of 500 + Mega Watt of power into the city of Kolkata and other nearby regions
• 6. Handling new construction & HV erection projects at Substation by coordinating with M/s ABB & M/s Crompton Greaves teams
• Key Projects :
• 1. Successfully handled the emergency period during grid failure/black out in July 2012, Subhasgram was one of the first substations in the east to start transmitting power
• 2. One of the few engineers handpicked by the top management as part of the testing & commissioning team for the prestigious 1000 MW HVDC India-Bangladesh power connectivity project
• 3. Successfully managed two commissioning projects to the tune of Rs 100 crores each with M/s ABB & M/s CGL at Subhasgram including commissioning of two 315 MVA power transformers .