Jun 2018 – Jan 2021 · 2 yrs 7 mos

• Working with the CEO of India's largest Fashion brands (Louis Philippe, Van Heusen, Allen Solly, Peter England, American Eagle, Forever 21, The Collective, Polo Ralph Lauren, Simon Carter, Ted Baker, Hackett, Fred Perry) to drive execution of strategic initiatives.
• TLDR- SHADOW CEO ROLE for Peace time - Creating the operating plan of the organization and ensuring it’s timely execution;
• Post Covid Response (War time) - closely working with the leadership team in the VUCA world by ensuring speedy response to new opportunities, cost rationalization, cash conservation and inventory management
• 1. Responsible for creation of the Operating plan for the organization: identifying key opportunities and priorities for all brands and functions to arrive at an overall Operating Plan broken down to initiatives, goals, time and action planning
• 2. Ensuring execution of Operating plan: driving monthly, weekly cadence of reviews, problem solving and unlocking growth
• 3. Deep - diving into strategic areas of interest
• Growth & Expansion: New models and formats of profitable retail expansion
• Digital Initiatives: Drive Strategic Partnerships & Tie-ups, Hyperlocal e-commerce, Brand
• Websites, Marketplace
• 4. Post COVID Organizational Response
• Cost control measures
• Cash Conservation efforts
• New Product Development with relevant and timely consumer insights (Masks, Coveralls, PPEs)
• 5. Special Project - Part of the team, which drove "Digital Trade Show" - India's first apparel company to move to a fast fashion model (From 2 Seasons to a 12 Seasons way of working)

Jun 2016 – Jun 2018 · 2 yrs

• Business Head for 135+ (June 2018) Exclusive Brand Outlets for Van Heusen, Louis Phillipe, Allen Solly & Planet Fashion
• Responsible for 120 crore PnL for Franchisee (Buy & Sell) Model Stores for whole of North India (8 states)
• Responsible for buying and merchandising of stores, (trade show and in season buy)
• Led a team of 8 MDP retail managers to manage the store operations & staff for a total of 1500+ store staff
• Started the franchisee engagement activities - B&S premiere league, AFS Olympics, and AFS Got Talent! With Participation of 200+ people
• No of stores increased from 95 to 135
• ~120 crores of revenue handled, increased by 30%

Jun 2015 – Jun 2016 · 1 yr · Four Diverse Businesses across India

• Stint Title 1: Sales Turnaround in Linen Club, Domestic Textiles, Mumbai
• Key Deliverables:
• Completed end to end roll out and implementation of Staff training program, created Stores Staff SOPs
• Detailed road map for 12 stores based on hypothesis sheet and PNL
• Analysis on Loyalty, Customer Segmentation, Pricing, Tailoring, BTL Marketing Strategy, Stock Analysis of freshness and aging for all stores
• Stint Title 2 - Business Model to Increase Van Heusen Tie's Business, Madura, Bangalore
• Key Deliverable:
• Identified right channel mix and supply chain model
• Implemented pilot program for EBOs based on Pull/Push stocking
• Implemented pilot in Trade with a new Tie Range, developed 30 new options catering to the local demand of Ties in North India market, went door to door selling these ties and tied up with distributors, sold 2256 ties
• Implemented pilot in Marketing/staff training with I-Pad App for training and customer engagement in 200+ stores (in Process)
• Stint Title 3: Joined full time position of Head of Buy and Sell stores, North, Madura
• Heads 100+ Exclusive Brand Outlets for Van Heusen, Louis Phillipe, Allen Solly & Planet Fashion, POC between Brands, Branch, Franchisees and Distributors
• Responsible for Franchisee (Buy & Sell) Model Stores for whole of North India
• Stint Title 4: Changing Network Perception of Idea, Delhi Circle
• Assessed the network perception of Idea in Delhi circle post launch of Idea 3G 900 Launch
• Identified key triggers to positively change the perception
• Recommended Marketing / Distribution /Service strategy to leverage key triggers and help change the Network perception

Apr 2014 – May 2014 · 1 mo · Mumbai Metropolitan Region

• The objective of the project was to improve End-to-end Customer management covering all touch points and moments of truth at Birla Sunlife Insurance.
• Basically, i had to understand customer expectations across the journey and find ways of how to meet these expectations and in the long term exceed them.
• For this..
• I conducted 90 primary interviews, listened to 125 customer calls, visited 7 branches, lead 1 pilot study
• which resulted in ..
• a 90 page Customer Management Handbook; of which key recommendations under implementation
• To add..
• I Conducted soft-skils training for company's call center employees & organized a workshop on“Uplifting Service” for 35 member HQ team
• Thanks to which ..
• I wad offered a Pre placement Interview, was one among 13 PPI/PPO getters out of a total 52 summer interns

Dec 2012 – Jun 2013 · 6 mos · Bangalore

• Advantage AP Project -
• Solely drafted a report on “Advantage AP: An IT Investment Destination” to solicit global investments
• Report released by Chief Minister of AP, Union Minister and KV Kamath to 5000 industry dignitaries
• Received Spot Recognition Award in the company for exceptional performance
• Affordable Housing Project -
• In an end-to-end ownership created an opportunity landscape for the Global CTO of one of the oldest French MNCs; resulted in a sanctioning of second phase of deep dive analysis
• Recommendations resulted in establishment of a new R&D practice area for client in India
• SUV Market Strategy Project -
• Defined SUV product development and product planning strategy for a top Korean Automobile major
• India center MD announced 4 new model launches based on recommendations made in report
• R&D Service Provider Project -
• Analyzed, rated and ranked 35 global product engineering service providers across 10 verticals
• Published a report “Engineering R&D: Advantage India” which received widespread media coverage
• Process Innovation Project -
• In a team of 2 created 25 case studies for the Indian Brand Equity Foundation, established by the Department of Commerce, Government of India & Confederation of Indian Industry (CII)
• Showcased innovation across Indian companies/start-ups, government agencies and MNC

Jul 2011 – Dec 2012 · 1 yr 5 mos · Bangalore

• Competitive Strategy: Peer Benchmarking, Corporate Benchmarking & Tracking, Pricing Analysis, Key Account Maximization
• Market Analysis: Market Profiling & Snapshot, Market Sizing, Share & Segmentation Analysis, Distribution & Value Chain Analysis, M&A Analysis, Location Analysis
• Growth Strategy: Entry strategy, export realization, Partner Evaluation, Business Planning and Branding Strategy (B2B and B2C)
• Business Development: Making Pre sales proposals, engagement letters, MoUs, Contracts and project presentations for High End Clients
• Miscellaneous- Innovation Case Studies, Reports, Publisher Collaterals etc.

Jul 2010 – Dec 2010 · 5 mos · Bangaon, West Bengal, India

• National Aerospace Laboratories (NAL), a constituent of the Council of Scientific and Industrial Research (CSIR), India,established in the year 1959 is the only government aerospace R&D laboratory in the country’s civilian sector. CSIR-NAL is a high-technology oriented institution focusing on advanced disciplines in aerospace. CSIR-NAL has several advanced test facilities, which are of World class quality in technology, expertise and Management. CSIR-NAL has also provided significant value added inputs to all the Indian national aerospace programmes. Its contributions over the last five decades have enabled it to create a niche for itself in advanced aerospace research and technology development.