Aug 2023 – Jan 2026 · 2 yrs 5 mos · On-site

• Escalation Management, Social Media, Compliance, Regulatory Reporting, streamlining Process and People Gaps
• 🔹 What I Do
• End-to-End Grievance Governance: Own grievance handling across Auto, Health, Travel, and Embedded lines of business, aligned with IRDAI regulations and customer-first standards.
• Systemic Fixes & RCA: Use data-driven root cause analysis, escalation analytics, and cross-functional collaboration to eliminate recurring friction and embed preventive solutions.
• CX Transformation Through Escalations: Elevate grievances from reactive resolution to proactive customer experience improvements—creating feedback loops into product, tech, and process design.
• Empathy-Led Communication: Drive a culture where every grievance interaction reflects care, transparency, and accountability, reinforcing customer confidence.
• 🔹 My Impact
• Strengthened regulatory compliance and governance frameworks, ensuring transparency and trust.
• Built grievance redressal into a strategic lever for customer-centric transformation rather than just a support function.
• Partnered with product, operations, and tech leaders to close systemic gaps, reducing repeat escalations.
• Championed empathy-led service recovery, reinforcing ACKO’s brand promise of digital-first, customer-first insurance.

May 2023 – Jan 2026 · 2 yrs 8 mos · On-site

• Support all channels, VOC, CES, NPS, vendor management, P&L, automation, projects.
• 🔹 What I Own
• CX Strategy & Design: Partner with Product & Tech to create journeys that are simple, intuitive, and digital-first.
• Large-Scale Support: Lead a 250+ FTE org across LOBs with vendor partners to deliver consistent outcomes.
• Automation & CRM: Build IVR flows, Freshdesk/Salesforce automations, and CRM workflows to cut effort and optimize cost.
• Vendor Management: Govern outsourcing partnerships with focus on cost, quality, and compliance.
• Voice of Customer: Run VOC programs to identify product/process gaps and drive systemic fixes.
• Grievance: Own ACKO’s IRDAI-compliant framework, using RCA and analytics to prevent recurrence.
• ORM: Safeguard digital reputation, manage brand voice, and drive transparent engagement.
• Process & SOPs: Institutionalize SOPs and compliance frameworks across customer journeys.
• Project Management: Drive cross-functional programs from planning to execution, aligning CX, Product, Tech, and Ops to deliver scalable solutions on time and within cost.
• 🔹 My Impact
• Scale: Built a support ecosystem of 250+ FTE + vendor partners, handling millions of interactions.
• Automation-First CX: Delivered measurable cost savings and efficiency with AI-led routing and workflow automation.
• CX Metrics: Improved NPS, CES, and FTR while reducing cost-to-serve and boosting digital adoption.
• Trust & Compliance: Strengthened grievance redressal into a proactive trust engine with faster, fairer resolutions.
• Product Influence: Embedded VOC insights into product and process design, eliminating repeat friction.
• Reputation: Elevated ORM into a proactive driver of transparency and brand trust.
• People & Culture: Built empowered, customer-first teams through structured hiring, training, and capability development.
• Program Delivery: Ensured timely execution of CX transformation projects,program Managing, governance,P&L, VOC

Oct 2021 – May 2023 · 1 yr 7 mos

• 🔹 What I Owned
• CX & VX Lifecycle: 4L restaurants day today operations through key account management/ virtual management
• Dynamic Catalog Operations: Oversaw end-to-end catalog workflows for food and grocery marketplace, ensuring accuracy, price parity, and speed at scale.
• Support Functions: Directed large calling, email, and chat operations for both customers and vendors.
• Hiring & Training: Built and scaled a 500+ member support organization, with structured hiring, onboarding, and capability development across CX and VX.
• Product Automation: Partnered with Product to digitize CX flows, vendor onboarding, and catalog management, including automated price parity detection.
• Vendor Metrics & Governance: Monitored KPIs like order cancellations, price changes, returns, click-to-cart, food prep times to ensure reliability.
• VOC & NPS: Ran structured VOC programs to capture insights, improve CSAT/NPS, and address systemic cost drivers.
• Compliance & SOPs: Designed SOPs and regulatory processes aligned with food safety and governance standards.
• 🔹 My Impact
• Achieved 20% YoY cost reduction through automation, vendor efficiency, and process improvements.
• Reduced vendor onboarding TAT from 7 days to <1 day, accelerating supply expansion and partner activation.
• Digitized cataloging from manual workflows to real-time systems, cutting SKU turnaround from 4–5 working days to 6 hours.
• Ensured 95% adherence to vendor supply coverage while meeting compliance standards.
• Rolled out POS tool integrations to enhance partner efficiency and marketplace consistency.
• Transformed vendor sentiment, improving NPS from negative to +20 bps positive, with CSAT maintained at 95%.
• Built and scaled a 500+ member CX and VX support team, embedding performance culture and customer-first ownership.
• Established a VOC analytics framework that directly influenced product roadmaps and process design.

Apr 2018 – Oct 2021 · 3 yrs 6 mos

• 🔹 What I Owned
• Team & Efficiency: Directed a 500-member operations team, driving strategy for process design, people management, and efficiency.
• Cost Leadership: Reduced costs by optimizing headcount, onboarding outsourcing partners, and streamlining high-cost activities.
• Pricing Governance: Led competitive price analysis to minimize disparity without impacting GMV or partner margins.
• Ops Metrics: Improved RDC (Restaurant Driven Cancellations), RHI (Restaurant Health Index), and MFR (Mark Food Ready).
• Supply Chain: Oversaw city-level supply operations, ensuring seamless serviceability.
• Assortment Strategy: Owned assortment depth/visibility to maximize Orders per Day (OPD).
• Automation & Tools: Digitized workflows and deployed tools to increase accuracy and reduce manual effort.
• Product Partnership: Built PRDs/BRDs with Product & Tech to embed operational asks into the roadmap.
• SOPs & Governance: Designed and updated SOPs for compliance and scalability.
• Experience Ownership: Improved NPS and Restaurant Experience (RX) through partner insights and engagement programs.
• Growth Initiatives: Launched new verticals and categories, expanding platform diversity.
• 🔹 My Impact
• Scaled and managed a 500+ team, embedding a performance-driven, customer-first culture.
• Delivered double-digit cost reductions through outsourcing, automation, and smarter headcount allocation.
• Strengthened core metrics—reduced RDC, improved RHI, and enhanced MFR for reliability.
• Ensured city-level supply chains ran with zero major serviceability gaps.
• Improved assortment quality and visibility PAN-India, driving OPD growth.
• Lifted NPS and RX through sustainable engagement and partner programs.
• Digitally transformed workflows with automation and tool-led processes.
• Enabled business expansion by successfully launching new verticals and categories.

May 2017 – Mar 2018 · 10 mos

• 🔹 What I Owned
• Supply Chain Leadership: Designed and led end-to-end supply chain operations, ensuring reliability and scalability in a growing digital marketplace.
• Catalog & Category Management: Owned catalog enrichment, category expansion, and assortment strategies to drive growth and customer adoption.
• Logistics Flow: Built and optimized logistics processes and coordination frameworks to ensure timely deliveries and smooth operations.
• CX & Vendor Pricing: Handled vendor negotiations and price structuring to ensure competitive positioning while protecting margins.
• Brand Partnerships: Secured distribution tie-ups with key brands to strengthen supply depth and product variety.
• P&L Ownership: Owned the P&L for Operations and Category, balancing cost efficiency with growth investments.
• 🔹 My Impact
• Established operations and category frameworks from scratch as part of the founding team.
• Drove profitable category growth through catalog expansion, price negotiations, and vendor alignment.
• Built a reliable logistics and supply chain model tailored for a digital-first platform.
• Secured strategic brand partnerships, enabling deeper distribution and better margins.
• Delivered sustainable unit economics while scaling new categories and ensuring customer/vendor satisfaction.

Nov 2015 – Apr 2017 · 1 yr 5 mos

• Developed and executed a comprehensive strategy for category launches across pan-India, ensuring a client-focused approach.
• Maximized brand-level tie-ups for all category launches, enhancing market presence and visibility.
• Designed and implemented operational functions, including calling, on-field support, and delivery logistics.

Nov 2014 – Oct 2015 · 11 mos · Kuala Lumpur, Malaysia

• At Alibaba Group’s Lazada platform, I headed quality of catalog and content strategy across 7 Southeast Asian countries, driving standardization, compliance, and growth for one of the largest e-commerce ecosystems in the region.
• 🔹 Key Highlights
• Directed catalog/content strategy across 7 countries, standardizing vendor onboarding, SKU creation, and content guidelines in line with country regulations.
• Designed end-to-end SKU management flows including UI improvements and category tree design, simplifying vendor adoption and improving listing accuracy.
• Introduced SEO optimization and recommended product sections to enhance search visibility, compliance, and conversions.
• Partnered with Marketing to launch brand-affiliation stores that bundled SKUs with promotions and discounts for major sale events, boosting campaign impact.
• Established quality control parameters for SKU onboarding agents, ensuring accuracy and adherence to regulatory standards.
• Worked closely with country heads across 7 markets to coordinate catalog and content readiness for high-traffic sale days, ensuring smooth execution.
• Developed SOPs and structured processes for catalog operations while launching a Vendor Learning Academy that trained partners on best practices, reducing errors and onboarding time.
• Strengthened cross-functional alignment with Product, Marketing, and Operations, ensuring catalog readiness became a growth lever.

Sep 2013 – Oct 2014 · 1 yr 1 mo

• Handling large sellers in the Marketplace model who contribute in terms of revenue, High Volumes and strategic selection.
• Coordinating and providing help to resolve their listing issues within various teams namely Quality, Business Development and Technical Teams.
• Identifying the Cataloging needs of the sellers and provide them accurate solutions with third party partners.
• Enriching catalogs for Large Sellers.
• Providing better browse Experience to customers.
• Improving the first time pass% of the listings, identifying training needs of sellers
• Handle a team to approve or Reject brands to be listed on the site.
• Recruitment and ensuring that the joiners go through the right training required for delivering the right metrics required for the team.

Sep 2011 – Sep 2013 · 2 yrs

• Currently handling a team of 68 specialists for the catalog Management which exclude 4 Team Leaders, 5 QA’s, 12 Verifiers, and 2 SME’s across all categories.
• Currently Handling 3 Major Departments like Process Excellence Quality, Market Place Quality, Training and Development.
• Identifying new launches within existing categories and also new verticals.
• Handled end to end categories Electronics, Office Supplies, Gaming Zone, Watches, Perfumes
• Currently handling categories like Health and Beauty ( 106 Verticals), Baby Care ( 67 Verticals), Apparels ( Men , Women & Kids) and Shoes ( Men, Women & Kids)
• Completely owned the end to end transition of launching categories i.e. Entertainment, Office supplies, Health and Beauty, Baby Care and currently on Apparel’s and Shoes
• Successfully launched 13 sub categories in Camera Accessories, 4 in Personal Care, 5 in Home Appliances and 43 under Office Supplies single handed 106 under Health and Beauty, 67 under Baby Care.
• Interacted closely with the website and CMS team to design the upcoming launches.
• Maintain good relations with the RPT and CPT team resulting in smooth inventory transitions.
• Ensured an efficient and qualitative operation through effective planning, leading and organizing.
• Responsible for taking team decisions, progress and results.
• Maintained reports in a weekly and monthly basis to drive and track the individual agent performance.
• Ensured data requests are answered in a timely manner to ensure daily, weekly and monthly deadlines and goals are met.
• Responsible in analyzing the existing data and identifying root causes for data inaccuracies by coordinating with the management, trainers, and QA's.
• Prioritizing, assigning the work to associates and initiate corrective measures to resolve day- to- day work related problems including scheduling or adjusting overtime requirements.
• Conducted monthly skip level meetings at an agent level and also delivered feedback in a timely manner.

Jun 2011 – Sep 2011 · 3 mos

• Handled a Team of 52 agents, 3 TL, 3 QA’s, 1 SME, 12 Auditors, for Catalog Management.
• Effectively handled Health & Beauty, Baby Care, Apparel Categories.
• Assisting the Category Heads with an intensive Research on Brands and Verticals on upcoming launch.
• Solely responsible in constructing ERP Titles and then discussing with the ERP Managers.
• Responsible in the content and formatting of the catalog which is on the company’s website.
• Solely responsible in generating and circulating reports on a daily, weekly and monthly basis.
• Was responsible for effective leave management within the team.
• Ensure that SLA's and PLA’s are met defined by the business.
• Responsible for the catalog for the new launches.
• Managed conflict within the team effectively.
• Closely monitor the team’s performance and measure the hourly productivity.

Mar 2008 – Jun 2011 · 3 yrs 3 mos · Vishakapatnam

• Conduct Quality checks for 60 FTE under the MO section.
• Provide feedback and call coaching for 60 FTE.
• As a senior member of the team contributed to the overall development of the process by providing improvement ideas.
• Responsible in disputing the customer queries with retailers.
• Form an integral part of the Quality checking team and conduct quality checks for the entire MO section.
• As a part of the quality team conducted call coaching, and feedback session to the agents.
• Coach and mentor the team and ensure that the team is delivering excellent customer service.
• Drive and ensure that the monthly PLA’s are met as a department.
• Was awarded the most prestigious and elite 100 Club Finalist Individual award for exceptional performance across all parameters in 2011. The 100 Club is a well established brand across the HSBC Global Resourcing Centres and is awarded to team members who have delivered a consistent and high level of service to customers which have been acknowledged.
• Was awarded the ALCHEMIST Finalist Individual award for exceptional performance across all parameters in 2010.
• Saved potential operation losses for the year 2010 of £ 1, 75,000 with the help of my team.
• As an individual saved potential operational loss to department for about £125000.
• Was a member of 3 star club in HSBC.
• Was awarded the CSE Superstar in the month of May, June, July, August 2010 owing to exceptional performance in all the parameters.
• Received numerous Top Performer, Top Gun, and Special Recognition certificates for a consecutive period of 19 months for the exceptional performance in all parameters for the entire VP department.
• Built effective Business relations with Business Partners in the UK, US and Middle East allowing the seamless implementation of business initiatives, migration of new work streams which lead to efficiencies for HSBC Service Delivery and Business Partners.

Dec 2005 – Feb 2008 · 2 yrs 2 mos · Vishakhapatnam Area, India

• Handling delinquent customers (both early and late stage) and help in the recovery process on store accounts.
• As a Sales Manager always endured to meet and exceed the sales targets for the area.
• Handled a team of 10 FTE.
• Prepared Daily work sheets for the on field Sales Team.
• Helping the team in terms of opening and closing the sales calls.
• Organized sessions for the sales team to improve their performance on a monthly basis.
• High dealings with all the Financial Institutions in order to have a smooth process of providing Loans to the customers.
• Has always met and exceeded the given sales target by the Management.
• Has been sent to the SIPL (Skoda Auto India Pvt Ltd) in Aurangabad to represent the Dealer on several occasions.