Feb 2019 – May 2022 · 3 yrs 3 mos · Gurgaon, India · On-site

• In my capacity of VP – Operations , my main objective was to spearhead and build from scratch, all the three most critical vertical of the organisation, at peak I had four vertical heads reporting into me with a collective team strength of 1200 staff members. I was responsible for managing customers spread on an PAN India base and it was my responsibility to steer the team through, the tough period of first and second Covid wave.
• My KRA’S were: Reporting into the founders/Directors for managing the P&L and driving sales for the company through efficient operations, customer service delivery, motivation and retention of company personnel and adherence to company norms and I was responsible for the :
• At Zomato acquired Fitso I was taking care of the following:
• Operations Planning & Execution
• Strategic Business Growth
• Change Management
• Turnaround Leadership
• Customer Service Management
• Process & Efficiency Improvement
• Deal Restructuring/Negotiations
• P&L/Budgeting
• Executive/Visionary Leadership
• Technology/Product Innovation
• Compliance/Legal Transaction
• Training/SOP Implementation
• Initially joined the leadership team of a high-growth business that was later acquired by Zomato. Post-acquisition, I was formally appointed as Vice President – Operations at Zomato, with continued responsibility for scaling operations, driving efficiency, and managing customer experience for the integrated business unit. My role spanned the full growth arc — from early-stage expansion to leading through the operational complexities of the pandemic.

Mar 2015 – Dec 2018 · 3 yrs 9 mos · Delhi, India

• In my capacity as a director and co founder we founded a consultancy firm in the field of retail and education.
• My KRA’S were: Identify new opportunities in the environment and respond by making presentations and pitching products and idea to potential clients, Provide services to new and existing customers and grow own customer portfolio by attracting new clients, Develop and implement actions to achieve the profit objectives in terms of growth and returns, to meet and exceed sales and or customer targets, Understand customers’ needs and service those needs by resolving sales related customer queries and issues and suggest and Develop a greater awareness of cross selling opportunities to client base.

Feb 2009 – Feb 2015 · 6 yrs · Pan India

• In my capacity of CEO I was primarily responsible for managing the P&L and driving sales for the company through efficient operations, customer service delivery, motivation and retention of company personnel and adherence to company norms. Under my leadership the company and its allied companies achieved more than 130% growth in six years i.e. from 70 crores to 165 crores. My Team included of the following: A) 4 General Managers B) 6 Assistant General Managers C) 10 Sr. Managers D) 40 Supervisors spread across north India E) 1200 Staff members spread across north India F) 150 Call Centre Staff members 24/7 (Open 365 Days)
• My KRA’S were: Reporting to the Board of Directors. • Making high-level decisions about policy and strategy. • Keeping the Board of Directors informed about policy issues. • Providing executive leadership across the organization. • Evaluating the success of the organization. • Developing and implementing operational policies. • Developing the organizations culture and vision. • Recruiting new staff members. • Develop an organizational environment that promotes positive staff morale and performance. • Retaining existing staff members. • Acquiring new business. • Shaping market opportunities. • Where necessary, challenge current performance levels. • Guiding companies through periods of growth. • Solidifying a company’s position in the marketplace. • Setting goals. • Taking charge of the commercial, technical and organizational interests. • Providing leadership to the managers of the finance, HR, business development and IT departments. • Negotiating terms and closing deals. • Ensuring that all deals meet the required revenue and margin expectations. • Presiding over the organization's day-to-day, month-to-month, and year-to-year operations. • Supervising and overseeing all matters on the commercial side. • Developing and managing accounts. •

Jan 2007 – Jan 2009 · 2 yrs · Haryana, India

• In my capacity of Sr./Store Manger I was responsible for managing the P&L and driving sales for the store through efficient store operations, customer service delivery, motivation and retention of store personnel and adherence to company norms. I was looking after the entire store spread over an area of 50,000 Sqft, my team strength was 165 staff members and my annual target was Rs. 80 crore. My reporting was to the General Manager – Sales and Operations.
• My KRA’S were:
• Financial: To achieve the revenue and profit targets by monitoring the Balance Sheet and P& L account of the store. • To monitor and control expenses through efficient store operations. • To control shrinkage. Customer: • To ensure setting up conducive environment at the store to facilitate purchase decisions and provide customer service. • To create seamless customer service orientation among store employees, by ensuring timely and efficient customer service.
• Operational: To forecast and plan the SKU mix and volume levels for achieving the store level targets. • To ensure achievement of set targets in terms of service standards for customer transactions and operations. • To oversee all point of sales activities in the store which includes - sales transactions, tracking customer orders and payments, registering sale maintaining inventory updates, providing service, handling returns and refunds. • To ensure that the store is in compliance with all employment and state laws. • To monitor sales figures vis-à-vis forecast and interpret trends to facilitate planning • To oversee product shelf life management in line with First in First Out approach • To optimize age of inventory and ensure stock turns. • To oversee the inventory process in the store and ensure damaged and defective goods are processed in a timely, accurate manner.
• People Management: To cultivate, promote and maintain company's culture through teamwork, collaboration, development of people and achievement of targets. •

Mar 2003 – Jan 2007 · 3 yrs 10 mos · Gurugram, Haryana, India

• As an Asst. Store Manger I was looking after the entire store spread over an area of 56,000 Sqft, and my team strength was 110 staff members and my annual target was Rs. 100 crore. My reporting was to the Store Manager and I had the following department under my supervision. Apparels consisting of: 1/ Men’s 2/ Ladies 3/ Kids and Infants 4/ Home ware General Merchandise consisting of: 1/ Plastics 2/ Utensils 3/ Appliances 4/ Gifts 5/ Toys and Stationary 6/ Footwear 7/ Furniture 8/ Consumer Good Section 9/ Luggage. I was also actively engaged in Buying of merchandise.
• My KRA’S were: Leading, guiding and motivating my team to achieve sales target. • Ensuring high level of service standards on the floor and maintaining high level of customer satisfaction. • Preparing Annual Business Plans and monitoring P and L statement through a strong a focus on cost cutting. • Keeping track of fast and slow moving products. • Forecasting and reordering of stocks. • Addressing Grievances and Complaints. • Looking after the Visual Merchandising. • Filling, Daily, weekly and monthly sales and stock reports. • Interacting with Category Mangers on a day-to-day basis for introduction of new product lines and to ensure replenishment of depleted stocks. • Deciding on the discount percentage for the slow moving product lines. • Interacting with our Channel Partners to ensure, adequate stocks are available on the floor. • Introducing new Channel partners for new product lines. • Conducting closing and opening activities of the store on a rotational basis. • Looking after the SIS operations. • Ensuring that all ratios like Stock Cover, Stock turn, Sales Per/sqft return, annual Employee turnover are maintained as per the standard set.

May 2001 – Mar 2003 · 1 yr 10 mos · Gurugram, Haryana, India

• I was a part of a three member team which was responsible for the setting up of a new department known as PROJECT’S, created particularly to cater institutional clients. Initially my reporting was to Vice President Store Operations and latter on, I was reporting to Business Manger Projects. I along with my team members was institutional in bringing up the projects department from scratch to a level where it has a monthly turnover of Rupees 5 Crores per month. We achieved this feat within a period of one year. I was responsible for making sales and laying down the systems/procedures for the new Department created.
• I concluded the first and the biggest deal for the Projects Department for Rupees one crore, my client being Sapient Technologies. I was leading an Eight-member team, and was responsible for Guiding, Motivating, Setting Targets and Monitoring their performance. My other responsibilities included Generating business for my company, from clients like Barista, Nirulas, Mac Donald etc, whereby I was expected to understand, organize and ensure timely delivery of my corporate clients requirement. I had to ensure that all my clients had high level of customer satisfaction. My monthly sales target was Rupees Twenty Lakhs. My major clients also included Air France, UB Group, Sapient Technologies, Seagram Manufacturing Limited, Bacardi Martini Limited and Radico Khaitan Limited.