May 2019 – Oct 2019 · 5 mos

• .

Oct 2018 – Apr 2019 · 6 mos

• Handling a middle management team of 10 members with 4 direct reportees. The key deliverable and accountabilities are:
• 1) Achieve top line revenue target from Mass Revenue stream.
• 2) Further strengthen subscriber market share with right fit product while onboarding the customer and retaining existing customer base.
• 3) Ensure quality acquisition and adequate 3 months hand holding programme. Work closely with Sales and Distribution and regional business unit to formulate acquisition plan.
• 4) Drive data revenue and internet experience with 4G Handset upgrade, SIM Slot 1 Share, USIM migration plan and Data package drive.
• 5) Engage Point of Sale with customized Customer value proposition and programm.
• 6) Geo Segment wise programme to recover weak market, win back RED Zone.
• 7) Drive revenue and package sales through alternative channel like Banking App, Mobile Wallet APP and Modern Trade.

Oct 2017 – Sep 2018 · 11 mos

• Heading the Voice Retail Business for Telenor Myanmar, based out of Yangon.
• Pioneer in launching many new product for Telenor Myanmar, some were countries First and generated positive response and created value for the customers.
• 1) Launched 1 Bn $ Car Lucky draw campaign, with 360 degree communication & execution. [First for the country of Myanmar]
• 2) Successfully created "Talk a minues Get Data Free" program during Water festival which generated a customer update of 500k in first 7 days of launch.
• 3) Created value proposition with Voice product both for daily shopper and large pack buyers. Achieved 3% growth in usage YoY
• 4) Driven voice product though retail with successful launch of " Power-Load" tool, a USSD based menu driven application for POS to sell segmented product from retail.

Mar 2017 – Sep 2017 · 6 mos

• Head of Customer Life Cycle management for Aircel India, ( A Maxis Group)
• Driving end to end customer engagement.
• Product Development and marketing,
• Usage increment and Customer retention.
• Driving customer experience and adoption to different channels

Jan 2016 – Mar 2017 · 1 yr 2 mos

• Head -CLM for ROB & Sikkim in Aircel ( Maxis group subsidiary)
• Driving end to end customer life cycle management & experience.
• Deliver customer value proposition by creating " win-win" customer campaign.
• Drive profitability at customer, campaign as well as BTS level.
• Grow usage and ARPU with smart play on realized rate.
• Increase mark to market minute share and thereby grow revenue.

Jun 2015 – Dec 2015 · 6 mos

• As Retail head of Rest of WB and Sikkim, key focus area is to increase the Aircel sales and service window across WB/Sikkim and develop profitable business model both for the esteem partners and for the company. Currently leading a team of 6 members. Key Roles are
• Role:
• Expand Retail footprint across ROB and Sikkim
• Increase the profitable for Aircel Store owner.
• Increase the quality of acquisition and reduce the cost per acquisition
• Resource management and retention
• Accomplishments:
• Increase the productivity of Aircel Store from 118 to 185 in two months of taking over.
• Quality of acquisition increased from 78% to 85% in month 2 retention
• Cost of acquisition reduced by Rs. 42/- in 1st month

Apr 2014 – May 2015 · 1 yr 1 mo

• Since Apr’14: Dishnet Wireless Limited (Aircel/Maxis Group), West Bengal as Customer Life Cycle Management (Head CLM)
• AGM - Unified Bengal
• Role:
• Leading a team of 5 middle management professionals and 3 indirect reportees to increase customer profitability at all legs, voice, data and non-voice
• Accountable for delivering profitability at BTS & CLM platform level
• Managing operations comprising of monitoring various customer behaviors, developing products & program both for market facing and segmenting the same to increase revenue & retain customer in the network
• Supporting other functions such as customer service delivery, network and sales and distribution

Jan 2012 – Apr 2014 · 2 yrs 3 mos

• Role:
• Accountable for carrying out: Business planning and assisted in driving various consumers lead initiative through analytical and market insights for past 2 years
• Revenue planning for no. one business unit in NESA with annual turnover of Rs. 1800 crores (approx.)
• Market planning on various investments both in 3G/2G BTS
• Supervised the mark to market KPIs as well internal KPIs to maintain leadership position
• Evaluated usage pattern of customers using intelligence tools like GIS and BI
• Examined the financial impact of new and existing products performance, including revenue growth
• Organised new customer engagement programs, thereby managed to generate revenue from existing subscribers & protecting minutes loss to competition
• Gathered marketing insight through field visit, FGDs and channel engagement

Oct 2010 – Dec 2011 · 1 yr 2 mos

• Transition from Mass Segment to High Value happened in Oct 2010, in the same same time, UnR got rechristen to CLM. The key responsibility area in this porfolio is to manage the highe revenue customer with also 54% of revenue stake.
• Role:
• > Handhold the customer from acquisition level with preferred leg usage to increase revenue.
• > Retain customer from revenue churn and number churn.
• > Develop need based product for specific location or segment.
• > Understand the mark to market behavior for customer market share, traffic market share.
• > Do regular profit productivity analysis and recommend product change.
• > Daily monitoring of usage and mou KPI and REC movement bucket wise

Apr 2008 – Sep 2010 · 2 yrs 5 mos

• Moved to Prepaid Mass segment, managing 62% of the prepaid base and 18 cr. of revenue. Major initiative to increase the ARPU of the below pyramid customer and thereby growing the revenue tree.
• Key Role:
• > Develop ARPU enhancement program
• > Shift the customer from Mass segment and high value segment.
• > Reduce churn entry form below Rs. 25 ARPU.
• > Time to time post launch analysis to understand product profitability and effectiveness.
• > Liaising with Sales team to popularizing mass product

Jan 2007 – Mar 2008 · 1 yr 2 mos

• From CS moved to Marketing, reporting to UnR head.
• As as product manager, developed various product for new as well as existing customers. And got them promoted through CS. Also need to do various day to day analysis and monitor various usage KPI.
• Role:
• > Develop segmented product to reduce Grace entry.
• > AON based winback product
• > Do Post launch analysis on Churn and Grace product.
• > Check location and acquisition product where Grace entry was high, recommend change.
• > Closely monitor acquisition quality and high Value churn

Jun 2006 – Dec 2006 · 6 mos

• From Outbound Contact manager,moved to Grace and Churn Management under Customer Service Delivery reporting to Service Marketing.
• Key Deliverable:
• > Control Churn and achieve the AOP target
• > Develop effectiveness in Churn Telecaling done the OB call center
• > Grace and Churn Probability analysis with the help of BI
• > Develop product and scheme with the help of Marketing team for Grace control.
• > Analysis the communication efficiency from all touch point.

Sep 2005 – May 2006 · 8 mos

• As on Outbound Manger, the key focus area is to sale service and product from Outbound contact center. Maintain Agent Roaster and also had to look out for productivity.
• All retention as well as upselling activity used to be run from the contact center.
• Upselling activity :
• > Recharge upselling
• > Postpaid Plan Migration
• > Hello Tune and SMS pack push
• Retention activity:
• > Grace Management Calling
• > Pre Grace Telecalling