Jul 2022 – Aug 2024 · 2 yrs 1 mo

• Accountable for Group Commercial performance, Strategy and P&L for a +250 MUSD business spread across luxury hotels and cruises in domestic and overseas markets, under Oberoi and Trident brands.
• Responsibility to take care of sales, marketing, brand, distribution, revenue, pricing and customer centre teams.
• Delivered 25% revenue growth and 105% profit growth for 2023-24 for the group.
• Led a multi-disciplinary organization of 350+ across Marketing, Sales, Pricing, CRM, Distribution, Brand, Contact Centre functions to drive enterprise wide synergies.
• Conceptualized and initiated AI enabled technology transformation for the overall group to improve guest experience, operational productivity and brand leadership in the global luxury market.

Apr 2021 – Jun 2022 · 1 yr 2 mos

• The Oberoi Group invested in printing and publishing sector in 2007. Was entrusted with an exciting turnaround opportunity for this business of the company.
• Turnaround was delivered within three quarters with business delivering net profit. This was achieved by pivoting the existing setup to target high growth markets (packaging, digital), re-prioritising focus areas basis profitability, investment in building leadership capability, strengthening controls, and process improvements.
• Per directions of the Board and as per strategic direction of the company, the business unit was successfully divested and sale transaction completed within the same financial year.

Feb 2019 – Mar 2021 · 2 yrs 1 mo

• Member of leadership team and board of directors for India and South Asia.
• Responsible for People, Strategy, P&L, Compliance, Manufacturing, Sales, Service and Commercial operations.
• Supporting two divisions including seven business units, factory operations and serving customers across India and South Asia.

Feb 2018 – Feb 2019 · 1 yr

• People, Growth and P&L responsibility for Environment & Process Monitoring Business Unit for India/South Asia.
• EPM: Our mission is to make the air healthier, cleaner and safer. The products we make ensure the levels of hazardous gases and substances in the air are within safe limits. Our engineered solutions provide air quality and process control solutions which find application in multiple industries including power, cement, pharma, bio-pharma, mining, oil & gas and others
• Established vision for the business along with 5-year growth and P&L road-map, initiated the business development function, invested in capability and skills development and brought together a diverse & high potential team
• Delivered bookings growth of 38%, gross margin and EBITA above plan and sales productivity increase of over 50% in 2018. The business continues to do well in 2019 and is expected to close a high double digit growth as well as profitability above plan
• Re-organized the team structure to ensure focus on both short term and long term priorities. Projects under progress and expected to give top line and bottom line improvements in 2020 and beyond
• Key wins for the business:
• Growth: 100% market share in sulphur analyzer market for the Bharat Stage-VI roll out by oil companies.
• New markets: Established strong presence in Cement sector with multi million business (through cross selling)
• New solution: Developed in-house engineered solution to address untapped CEMS market. Successfully launched and contributing to growth in 2019
• Manufacturing processes: Significant lead time reduction in engineered solution delivery for air quality systems (through standardization and pre-fabrication)

Feb 2017 – May 2018 · 1 yr 3 mos

• Responsible for Field and Safety business unit for India and South Asia. Our hand held portable and high performance technology solutions help customers perform elemental analysis with great accuracy and speed, in the field, lab and at site
• Setup the vision to deliver 3x revenue in 5 years and identified strategic initiatives to support the ambition. Aligned the business objectives across cross functional teams (sales, service, supply chain, finance teams) by setting up monthly high focus intervention meetings.
• Significant investment in people including capability development, identifying high potential talent and grooming for future roles and built a highly motivated cross functional team
• Achieved significant improvement in team engagement-Employee Involvement Survey results demonstrated increase in leadership index (+24%), inclusion index (+12%) and involvement index (+13%) as compared to previous year. Leadership index was rated at 100%, highest in the country across all teams
• Delivered 18% revenue growth and 27% booking growth in 2017. The business had flat growth for the period 2014-2016
• The business continued to deliver strong results in 2018 (20% booking, 37% revenue growth) and is expected to deliver high double digit performance in 2019 as well

Jan 2016 – Mar 2018 · 2 yrs 2 mos

• This was additional responsibility to support annual strategy exercise of the company and establish job description and road-map for full time strategy and commercial excellence role in the India leadership team
• Defined roles & responsibilities for the position along with target projects for maximum impact across the organization
• Supported Chemicals business turnaround strategy development (key project). Business plan executed successfully and the business has delivered a profitable growth for multiple successive quarters
• Additional projects executed in market reach (dealers) and sales processes (CRM)

Sep 2015 – Jun 2017 · 1 yr 9 mos

• Responsible for building marketing and strategy capability for the division. Delivered a high performing team with great results. Key achievements include:
• 1) Established marketing ability through providing role clarity of existing team members, adding new roles and hiring talent from market and within company
• 2) Steered and executed strategic initiatives delivering growth in multiple segments
• 3) Implemented processes to de-risk and improve productivity
• Multiple marketing and strategic initiatives deemed as best practices by country CEO and Global business heads.

Jan 2013 – Aug 2015 · 2 yrs 7 mos

• Developed team and people capable of delivering results: Started and built the strategic marketing function to steer sales and support the company needs. Developed the team members to take on higher responsibilities through rotation with other department, external hire and increasing responsibilities. Developed pipeline for key roles and succession planning
• Setup the Fact-base for informed decision making: Built fact-base on market opportunities and prioritize on attractiveness. Increase market visibility by over 50% by cleaning up the entire company customer fact base, built up the full project fact base and setup process to update it. Successfully ran the corporate planning cycle for 2 successive years. Improved sales productivity of teams by 17% by efficient territory management.
• Established Processes for managing scale: Automated business reporting, aligned business steering with company priorities and also saved manual time spent on reporting activities. Implemented mobile technology based initiatives to increase productivity through faster availability of relevant information and support faster decision making.
• Driving change management across the company: Revamped the entire pricing of product portfolio and implemented structured pricing in the company to support value based selling. Delivered target margin improvement within 2 months of launch. Rolled out CRM for transforming sales execution, better customer engagement and increase productivity.
• Improving construction quality and increasing Hilti's market presence: Supporting government bodies, architects and consultants in improving construction quality and standards by educating the market on new technologies and solutions. Owner of brand strategy for the company and also act as consultant to company on multiple topics

Feb 2012 – Dec 2013 · 1 yr 10 mos

• Responsible for sales and profit of new business line
• Developed a trade strategy (Speciality Construction customers) that subsequently led to the first sales segmented territories for the trade
• Rolled out execution, delivered double digit growth and recovered bad debts for the business
• This business became the most profitable business for the company

Apr 2011 – Dec 2012 · 1 yr 8 mos

• Responsible for development of strategy for the company in India
• Led the India team to develop clear vision and direction for profitable growth. Identified selected trade and segments based on market attractiveness and fit to the India business model
• Steered investment discussions based on the results of strategic plan
• Prepared and rolled out the market reach business plan for the company
• The strategic exercise was also instrumental in changing the mindset of the company. The leaders recognized the need to move to a more structured and process driven decision making
• Reported directly to the CEO and worked under directions from the Executive Board

Jun 2008 – Mar 2011 · 2 yrs 9 mos

• Management consultant with experience across various sectors including power, water & other utilities, real estate, port, airport, automotive.
• Functional experience includes strategy and business plan development, financial modeling and viability assessment, risk assessment and structuring.

Jan 2004 – Jan 2006 · 2 yrs · Vishakhapatnam Area, India

• Responsible for operations and planning for the Electrical Infrastructure including a captive power plant in the HPCL Visakhapatnam refinery. First project on joining adjudged as top-3 projects across all projects for the year (the project study provided analysis of the backup power system and specific actions to increase reliability of the power system for continuous plant operations).
• Key activities included:
• Planning for smooth operation of the electrical system in the refinery
• Vendor management & development of over 400 contracts with detailed specifications worth INR 30 million annually
• Coordination with contractors, suppliers, and government agencies for project planning & execution
• Manpower planning and budget estimation for all major turn-around and inspection activities in refinery
• Key projects executed:
• Setup wireless based fire-alarm system for the refinery: Changed the old system (conventional methods) to a new one with significantly lower response time, better refinery coverage and lower failure risk
• Contract management system: Designed and coded an in-house system to manage various service and material contracts. The automated system was capable of tracking existing and new contracts and provided advance notification with suggestive actions. Helped in productivity enhancement by removing frequent manual inspection need as well as cost by ensuring material and service availability at all times