Mar 2018 – Jul 2022 · 4 yrs 4 mos · Gurgaon, Haryana, India

• Head key Consumer Credit Card products as well as EMI , Term & Line initiatives such as Loan on card, personal loans & proactive/reactive line increase.
• Got the highest rating for 3 consecutive years , with the prestigious "President's Award" in 2020.
• P&L owner for key Consumer Credit Cards , which have recorded 40% growth in ENR in the last 2 years.
• Have spearheaded EMI expansion through external partnerships and Channels.
• Work closely with Sales, Marketing , Risk, Compliance and key business units to drive Product led initiatives.
• Also, launched Balance Transfer (Pilot) , worked on line increase and other book building driving initiatives.
• Have worked on a no. of key Projects such as Chip&PIN migration, Dynamic Payment Due Date etc.

Jan 2011 – Mar 2018 · 7 yrs 2 mos · Chennai

• Headed Alliances & Partnerships for the Cards vertical- the role involved front ending all negotiations with Top National and Regional merchants, ensuring end to end marketing right from stores to outdoor and all digital channels. Also, managed the P&L and fulfillment of merchant offers. In my previous role, headed the E-Commerce portfolio and Cross Border spends of Credit Cards, which is by far the largest portfolio amongst All Cards - Debit,Credit and Prepaid across the Industry in India. The size of the current portfolio in terms of volumes is 50000 cr and a Carded base of 9 Million customers.Key responsibilities were Driving Credit Card spends across Stock and New Portfolio,Activation,Engagement,Merchant Alliances , P&L, Managing Advertising and Marketing costs, Increasing the Market Share in terms of spends,increase ENR. Ecom spends grew over 50 per cent YoY for 2 consecutive years . Have thorough knowledge of acquiring and issuance business. Have been Top rated employee for 3 consecutive years & been recognized through an induction into "Talent Pool".The current role includes rigorous planning and marketing of products and services through segmented and ATL programs.Costing and Budgeting is one of the key elements especially with the size of the portfolio being as large as it is. Key performance indicators of the role are Overall Credit Card Spends, Increase in no. of Active cards, Spends per active card, Reduction in no. of unused cards, no. of transactions per active cards, reduction in dormancy percentage,Marketing Alliances with key Merchants,Long term engagement programs. Not furnishing all Nos. here due to confidentiality, however RBI,Franchisee reports are testimony to the growth HDFC Bank Card spends has seen over the last 3 years.In addition to the above, have ensured that over 75 per cent of Credit Card customers are active on Ecom spends, the highest in the Industry.
• Awards: Gold Star Award -Twice, Silver Star - once

Apr 2009 – Jan 2011 · 1 yr 9 mos · Chennai

• Business Development. Increasing the Volumes on Travel,Ticketing & Recharge Solutions which catered to Travel Agents across the country. Led a Business Development & Sales team of 25 Field Executives for selling the Travel Solutions called The Smart Shop (TSS) & Ease Ticket(ET).Simultaneously headed an after sales follow up team of 10 executives to track performance of sales units .Was part of the marketing team & helped negotiate tie ups with various Airline ticketing agents & India Post. Headed the Pilot phase of IRCTC (Indian Railway Catering & Tourism Corporation Ltd.) Airline process & then handled the Inbound Team for the process.Supervised new product launches and set up training modules.Heralded the automation of the Inbound Call Centre & eventually took charge of the Inbound Call Centre.Was bestowed with special recognition for my role in reviving non-performing products thus increasing profits. Introduced & set up an online sales process and formed an online sales team to sell complete travel & ticketing software online using remote PC's to travel agents all across India, thus drastically cutting down on the high cost incurred in direct selling. This was One of the key innovations that I brought about since selling the software through telephone to remote locations in the country was unheard of at the time. This resulted in higher penetration and also resulted in massive reduction in Manpower & Travelling costs. Also helped turn around the Inbound Call centre from a Cost Centre to a Profit Centre through strategic Up selling models.Key Performance Indicators were the penetration of ET & TSS across the country, Increase in volumes of these solutions & Addition of New Revenue streams in the solution.

Nov 2007 – Apr 2009 · 1 yr 5 mos · Chennai

• B2B & B2C Sales(UK Clients),Client Acquisition & Business Development.
• Handled Business Development role for a period of 6 months,which involved acquisition of new processes and transition of these processes.The Objective was to get New Clients from the UK- these Clients would offer solutions to SME's in the UK. The company would generate revenue through commissions paid by the Clients for Leads generated.Also, Managed a UK B2B Lead generation & Appointment setting team handling financial products (FPSS), telecom & IT products for 8 months.(Span: 20 executives). Managed a UK B2C telemarketing team for 3 months(Span:50 executives).
• Key Performance Indicators were the Overall revenue generated & No. of New Clients Acquired . The role also involved Performance Evaluation & Appraisals for Team leaders & other employees,monthly performance Reviews & database management. Overall RevenueTarget per month was 100,000 pounds. .