Jun 2024 – Present · 1 yr 9 mos

• I head Eastern India for Nestlé, supported by a leadership team reporting into me representing Sales ( General Trade + Organised Trade), Commercial Development, Channel & Sales Development, Regional Consumer Marketing, Infant Nutrition & Growing Up Milks, Nestle Professional, Pet Food, Supply Chain, Finance, Human Resources, Legal and Corporate Affairs. A 450+ member team (Company Payroll) and a powerful off-roll team forms the backbone of our mission of portfolio building, Rural and Regionalisation in East. All categories of Nestlé India fall under the responsibility of the Branch Manager. With 7000 Crore+ Turnover, East is the second largest branch of Nestlé India and the categories involved are : Foods, Chocolates, Beverages, Breakfast Cereals, Dairy, Infant Nutrition, Nestlé Professional, Pet Food.

Feb 2023 – Jun 2024 · 1 yr 4 mos

• In this role, am responsible for all categories in Eastern India - Food, Chocolates, Dairy, Beverage, Infant Nutrition & Baby Food, Pet Care, Nestle Professional, Breakfast Cereals and Nestle Health Science. Portfolio transformation led F&B growth is my mission for the largest branch of Nestle India. The role has commercial responsibility.

Oct 2021 – Feb 2023 · 1 yr 4 mos

• Responsible for Out of Home Food and Beverages business of Nestle with National P&L responsibility. I handle the F&B portfolio cutting across Instant Coffee, Roast and Ground (Bean to Cup solution), Instant Tea, Savory Flavors, Meals and Sides, Plant Based Meat Analogues, Dairy Solutions and Chocolate. The key objective in this assignment is to lead a massive portfolio transformation journey which makes the organization future ready supported by sustainable value chain, people capability and innovative business models to drive share gain. Building the Product Innovation pipeline and value chain, Leading Digital marketing, establishing B2B Lead Generation models, Marketing partnerships with Community and Cohort, Influencer marketing with Chef community and Capex management form an important part of the enablers for the scale up of the business. I directly report to BEO (Nestle Professional), with a zonal reporting at Singapore.

May 2019 – Oct 2021 · 2 yrs 5 mos

• I head the beverages business, with national P&L responsibility. Reporting to BEO Nestle Professional ( Business Unit ), I'm a part of the BU leadership team. Category span - coffee, tea, cold beverages, dairy and chocolate drinks. As a category lead the role involves P&L ownership, development and marketing of products, innovating business models (B2C, B2B), with the aim to drive massive portfolio transformation to build a future ready business. The job involves collaborative working with the Region ( Singapore ), capex management for trade assets and building digital marketing capabilities in the BU. Another key action area is around establishment of an end to end value chain for the new business lines. Key Brands in the portfolio are NESCAFE, NESTEA ( hot and cold ).

Jul 2016 – Apr 2019 · 2 yrs 9 mos

• As a part of the Business Unit leadership team, I played a key role in the Foods business recovery journey after the 2015 disruption. In the role, I was responsible for National Sales, Trade Marketing, Spends management, and led the Business Planning for Noodles, Sauces, Pasta and Flavour World across General trade and Organised trade ( Modern Trade and E commerce). The role demanded solid leadership and involved collaborative working cross functionally with Marketing, Sales leadership and Supply Chain, to build and own consumer + trade plans to ensure top line achievement while building back the MAGGI business post crisis. In this role, I was reporting to BEO - Foods.

Jul 2014 – Jun 2016 · 1 yr 11 mos

• Part of Confectionery BU leadership team, I was responsible for National Sales, Trade Marketing, Trade Spends management and Trade Strategy for the chocolate and confectionery business unit. In this role, I was reporting to BEO - Confectionery BU. I have been a key contributor to the confectionery business turnaround, bringing the team together and with close working with sales leadership, marketing, supply chain and tech teams to build a powerful comeback plan encompassing consumer and trade dimensions to chart out a recovery roadmap.

Jul 2013 – Jun 2014 · 11 mos

• In this role, I was a key member of a team which was leading the sales transformation journey of Nestle India from HO Sales. The transformation involved establishing route to market models to best suit a multi category environment, evolving portfolio and optimizing quality of sales