Jul 2023 – Dec 2024 · 1 yr 5 mos · Gurugram · On-site

• Samsung's e-commerce revenue in smartphones was growing, but the commercial model was reactive — discounting-led, with no systematic pricing architecture and limited presence on emerging quick-commerce channels. My mandate was to build a durable commercial framework that could outlast any individual promotion cycle, and to open new channels that Samsung had not yet monetized at scale.
• Delivered ₹36Cr ($4M) annualized revenue uplift by designing a scientific pricing strategy and joint business planning (JBP) framework across Amazon, Flipkart, and Blinkit – now adopted as Samsung's core e-commerce revenue model nationally
• Launched Samsung's first Q-Commerce channel on Blinkit, generating 9.7M+ high-intent impressions and ₹78L ($100K) earned media value in the launch window – opening an entirely new distribution channel within the existing commercial infrastructure
• Increased conversion rate by 22 bps (3–4% relative uplift) by conceptualizing and scaling Assisted Video Commerce on marketplace platforms; the model was novel enough to directly influence platform product roadmaps
• Accelerated exchange-led demand by 12–15% through recommerce ecosystem partnerships (Cashify, Yaantra); expanded Samsung Care+ and Samsung Axis co-branded credit card to deliver 3X adoption growth via GTM and funnel optimization
• Built repeatable commercial architecture – the JBP framework is now Samsung India's standard – a legacy that extends beyond the tenure

Jun 2021 – Jun 2023 · 2 yrs · Gurugram · Hybrid

• Building a B2B marketplace inside a Tata entity meant simultaneously navigating corporate infrastructure and startup-speed execution – often at odds with each other. The challenge wasn't just product or commercial strategy; it was defining what the platform was, who it served, and how to make it self-sustaining from nothing. This was genuine 0-to-1 work inside one of India's most complex conglomerates.
• Architected a B2B online marketplace platform from 0 to 1, scaling to ₹3Cr ($350K) ARR in 6 months through seller onboarding, assortment strategy, and pricing optimization
• Elevated platform conversion rate by 24% through UX and pricing redesign; onboarded 500+ MSME sellers across 18 cities – building the supply-side depth that marketplace viability depends on
• Built and executed master service agreements with Delhivery, Rivigo, and GATI, establishing the logistics backbone that enabled reliable fulfilment at scale
• Led a 40+ member cross-functional team spanning sales, operations, and marketplace verticals – managing both strategic direction and ground-level execution simultaneously
• Built the supply-demand balancing engine that underpinned the platform's commercial model, enabling sustainable GMV growth beyond initial launch momentum

Dec 2020 – May 2021 · 5 mos · Gurugram · On-site

• Agri-tech Venture was a bet on the intersection of agri-supply chain and institutional e-commerce – a space with enormous structural inefficiencies and almost no organized players at the time. As COO, I owned everything from farm operations and supply chain to VC fundraising and enterprise sales. It was a compressed MBA in execution under uncertainty – and it produced real outcomes fast.
• Raised $300K (₹2.25Cr) from international VCs and scaled to ₹1Cr ($100K) ARR within 6 months by building a B2B agri-commerce model from the ground up
• Built and operated a farm-to-market supply chain across 60+ acres of protected farms, enabling consistent, high-quality fresh produce supply for institutional and FMCG buyers
• Established distribution partnerships with Walmart, BigBasket, Udaan, and Modern Bazaar – bringing predictable B2B demand to what had been an ad hoc supply model
• Designed a tech-enabled precision farming and operations model, managing end-to-end procurement, pricing, logistics, and partnerships across the full supply chain
• Exited the venture to join Tata Business Hub; the supply chain and institutional commerce infrastructure built here directly informed the marketplace model at Tata

Jan 2019 – Dec 2020 · 1 yr 11 mos · Gurugram · On-site

• [Role 1; Jan 2019 - Mar 2020]: National Strategy Accounts
• [Role 2; Apr 2020 - Dec 2020]: New Categories and Initiatives
• This was Zomato's high-stakes inflection point — the company was deep in a discount war, burning cash on every order to chase GMV, with unit economics that made the model structurally unsustainable. My role was to reverse that: grow the topline while simultaneously restoring margin, and do both at once without breaking the growth narrative. It required a fundamentally different approach to marketplace economics — and the results validated it.
• Drove portfolio revenue from ₹130Cr ($15M) to ₹350Cr ($40M) – a 170% growth – by redesigning pricing, discount architecture, and assortment strategy across the platform including large cloud kitchen brands (eatfit, FreshMenu, CCD etc.)
• Reduced discount burn by 53% (from ₹49 to ₹23 per order) while growing revenue – restoring contribution margin positivity and proving that growth and economics are not mutually exclusive
• Increased conversion rates by 61% (from 7.5% to 12.1%) through cohort-based targeting and systematic A/B testing – one of the highest conversion-rate improvements in Zomato's online ordering history
• Built digital ads monetization engine generating ₹19Cr ($2M) revenue at 2.75X ROAS – turning advertising from a cost centre into a meaningful revenue line
• Launched hyperlocal grocery category (Zomato Markets) in partnership with Ninjacart, enabling F&V across 7 cities and delivering ₹9.5Cr revenue in Month 1
• Built premium restaurant vertical (Marriott, ITC, Hilton partnerships) generating ₹15Cr ($1.8M) MRR and 40K premium users – directly transferable to UAE/GCC premium marketplace context

May 2017 – Jan 2019 · 1 yr 8 mos · Bengaluru · On-site

• Flipkart's Large Appliances category was an early-stage bet in a product segment that was genuinely hard to sell online – high-ticket items, installation complexity, low repeat purchase, and a customer experience that depended on last-mile logistics as much as the product itself. Scaling it required building every layer from scratch: the vendor ecosystem, the supply chain, the commercial partnerships, and the assortment architecture that would make the category defensible at scale.
• Grew category revenue from ₹300Cr ($35M) to ₹750Cr ($80M), +150% by architecting pricing strategy, expanding assortment depth, and driving vendor negotiations across marquee brands including Sony, Micromax, and TCL
• Established supply ecosystem across 18 cities, managing 90+ vendors and unlocking C-suite partnerships with Sony India – building the strategic relationships that elevated Flipkart's category credibility
• Improved inventory efficiency by reducing returns from 1.3% to 0.8% and sustaining 88% in-stock availability through demand forecasting and supply planning – critical in a category where out-of-stocks are revenue leakage
• Amplified ads monetization to 3.5% of category revenue by launching performance-led brand marketing and in-platform ad inventory – building a diversified commercial model beyond pure GMV
• Led cross-functional team of 4+ direct reports and multiple vendor stakeholders, aligning supply chain, pricing, and GTM execution at national scale

Apr 2016 – Apr 2017 · 1 yr · Punjab, India · On-site

• L'Oréal's distribution model in India – multi-tier, multi-channel, operating across general trade, modern trade, and wholesale simultaneously – is one of the most complex in FMCG. Managing a ₹65Cr P&L across Punjab with a 60+ member team before moving into e-commerce gave me a commercial fluency in offline channel dynamics that most pure-play digital leaders simply don't have. That foundation shows up in how I think about omnichannel even today.
• Managed ₹65Cr ($7M) P&L across Punjab, leading a 60+ member sales organization spanning general trade, modern trade, wholesale, and cash-and-carry channels (Walmart Best Price, Metro)
• Expanded distribution footprint by 24% by strengthening channel coverage across 29 distributors and 65+ sub-distributors
• Reduced distributor churn from 18% to 5% by redesigning partner engagement and incentive structures – a model that improved channel loyalty without increasing cost
• Drove sustained growth across 750+ SKUs and 3 flagship brands (Garnier, L'Oréal Paris, Maybelline) through structured GTM planning and retail execution
• Improved sales predictability and stock availability by implementing structured forecasting and inventory planning processes – the discipline that later informed supply chain work at Flipkart and Zomato

Jun 2013 – Apr 2016 · 2 yrs 10 mos · Kolkata / Erode (TN) / Bengaluru · On-site

• [Role 1; June 2013 - Dec 2015]: Area Sales Manager @ Kolkata / Erode / Bengaluru
• [Role 2; Jan 2016 - Apr 2016]: Product Manager @ Prepaid Customer Acquisition
• Three years at Vodafone immediately post-MBA was a masterclass in managing large, distributed sales teams across complex, competitive territories. Telecom distribution at scale demands the same commercial muscles as e-commerce – pricing, channel management, demand generation, and unit economics – just in a physical-world context. The Vodafone Discover Program, which rotated me across sales, product, and marketing, gave me breadth that pure-track career paths rarely provide.
• Managed ₹75–84Cr ($9M) P&L across multiple territories, leading a 65+ member team of channel managers, sales reps, and distributors
• Delivered 12–26% revenue growth by expanding distribution footprint (+41% active outlets) and improving channel productivity
• Accelerated m-commerce revenue 8x (from ₹13L to ₹1Cr+) in 9 months – an early signal of the digital commerce trajectory that would define the rest of the career
• Built the fastest-growing market in South India (+23.2% growth) by restructuring territory strategy and sales execution from scratch
• Selected for Vodafone's elite Discover Program, rotating across sales, product, and marketing – building the cross-functional instinct that became a defining career asset

Apr 2012 – Jun 2012 · 2 mos · Bengaluru, Karnataka, India · On-site

• Recommended customer loyalty and repeat-sales strategy for Titan EyePlus by analyzing consumer cohorts, conducting FGDs, and benchmarking reward programs
• Selected for Pre-Placement Interview (PPI) and formally recognized by TAS leadership