Mar 2023 – Dec 2024 · 1 yr 9 mos

• Led a 35+ member team of managers, leads, senior business analyst to drive the Analytics charter for the CX organization (cutting across Design, Operations, Control Tower, Quality Assurance, Planning, Learning & Development) on Data pipelining, Visualisation & Business Analytics
• CORE OBJECTIVES
• MIS dashboard instrumentation
• Real / near-real time data availability and visibility for quicker decision making
• Business impact assessment on new initiatives / pilots
• Pendency monitoring to drive ops rigor
• Service recovery to retain key customer cohorts
• Predictive Modeling to identify opportunities to drive business outcomes (Experience, Growth & Cost)
• Management updates for senior leadership
• KEY TRACKS
• Perfect Experience Program
• CX Personalization
• Agent Performance Management
• Sales Conversion Improvement
• Channel Shaping Strategy
• Platform Strength Enhancement (data-self-serve capability | analytics related training programs)
• PERSONALIZATION
• Identification of “core customer” cohort through the Customer Quality Score (CQS) Framework
• Green-channeling initiatives across CS, Ekart, Returns functions for the "core customer" cohort
• CUSTOMER RETENTION (PAIN RECOVERY / CUSTOMER WINBACK)
• Perfect Experience Program (Imperfections Reduction)
• Early Warning System (EWS) - Fast & Favorable Resolution for contacting base of customers
• CUSTOMER VALUE PROPOSITION
• Identify derailers of Experience because of Poor Product Quality
• COST OF DOING BUSINESS
• Comparison of Contacts to Units (CTU) across States
• Cost Over-rides Optimization framework
• Contacts Reduction - Prediction Model
• Delivery Journey Node - Customer Anxiety contacts deep dives
• GROWTH (ASSISTED COMMERCE)
• Sales Conversion Prediction Model (on Cart Add / Buy Now Customers)
• Unified NPS (Delivery + RTO + Cancellation) framework to assess Supply Chain Experience

Apr 2022 – Feb 2023 · 10 mos

• CUSTOMER RETENTION (PAIN AVOIDANCE)
• Experience Recovery (ER) Program
• Reship / Re-promise Design
• CUSTOMER RETENTION (PAIN RECOVERY / CUSTOMER WINBACK)
• Delivery Process Redesign (for the issue of “Product not delivered but marked as delivered”)
• Taskmaster Program (Seamless collaboration between CX and Supply Chain teams)
• Pricing Error Framework
• PERSONALIZATION
• Service Recovery for Special Events (Rakhi)
• New Customer Retention (Created Awareness videos to aid new customers on on process / policy fundamentals)
• Metro / Tier-1 Customer Winback Program (Designed CX flows for differentiated experience for MT1 customers)
• CX initiatives for FK Plus / VIP / Core Customer Cohorts
• CUSTOMER VALUE PROPOSITION CONSTRUCTS (DELIVERY / QUALITY / PRICE ASSURANCE)
• Price Protection Framework (due to platform cancellations on high discount items)
• Open Box Delivery Process Design Flows
• “Delivery Fake” logic instrumentation for Large Supply Chain’s Last Mile Delivery Network

Apr 2020 – Apr 2022 · 2 yrs

• BUSINESS UNIT EXPERIENCE
• CX Initiatives for various Business Units (Home / BGM / Furniture / Grocery / Refurbished)
• BGM / Home - Catalog correction opportunities across different Super Categories / Verticals
• Grocery - Customer contacts landing pattern analysis across delivery slots
• Furniture - Relationship Model to handhold customers for a smooth end-to-end journey experience
• OUTSIDE-IN VIEW OF EXPERIENCE
• Large Supply Chain - Delivery CSAT Improvement Roadmap
• NPS survey roll out across customer journey nodes (pre-order & post-order)
• COMPETITOR BENCHMARKING
• Grocery process / policy flows
• Furniture Pre-purchase flows
• BGM / Home catalog correction opportunities
• HYGIENE FIXES
• Refurbished business - Customer Communication Revamp

Jan 2017 – Mar 2020 · 3 yrs 2 mos

• LAST MILE CUSTOMER EXPERIENCE INITIATIVES
• Net Promoter Score (NPS) Program (Design inputs for NPS driver model, Detractor Outcalling)
• Delivery CSAT Improvement Program (Identify CSAT drivers and drive improvement initiatives)
• Customer Surveys to understand adoption of slotted delivery construct
• Incident Journey Score (IJS) Reduction to drive down Q2R and escalations
• PROCESS DESIGN INITIATIVES
• Open Box Delivery Program to drive down returns cost and improve delivery experience
• PREXO (Products Returned on Exchange Offer) Experience Improvement
• Non-FBF (Seller-owned Inventory) Supply Chain Setup for Large Furniture
• Developed a Sensitivity Model to drive down variable costs in the Last Mile network
• Proactive Service Recovery Program to reduce impact due to service promise breaches
• E2E Workflow Management Setup to reduce customer query resolution TAT
• Designed and Setup a Fake Monitoring Mechanism for 3PL delivery partners

Jul 2015 – Dec 2016 · 1 yr 5 mos

• PROCESS / POLICY RELATED TRACKS
• Design Inputs (from CX perspective) to drive Process Excellence
• Supply Chain Process / Policy Change Implementation
• COMMUNICATION REVAMP
• Proactive Breach Communication Framework to Avert Escalations
• E2E Customer Communication Revamp Program (on SMS / Email / User Interface)
• CX CULTURE
• Customer Experience Culture Initiatives (Voice of Customer Initiative, Detractor to Promoter Conversion, Customer Delight Stories, CE Kanban Boards)

Oct 2014 – Jun 2015 · 8 mos

• QUALITY CONTROL TRACKS
• Escalations Management Program
• Corrective and Preventive Actions (CAPA) Implementation
• Drive Quality Culture through Quality Alerts Program
• Quality Control (QC) Norms deployment across Ekart Supply Chain (Distribution Center, Last Mile, Line Haul, Returns Center)
• Seller level Quality Audits Initiative (for Proactive QC)

Jun 2012 – Oct 2014 · 2 yrs 4 mos · Bengaluru Area, India

• Product Costing – Re-assessed direct labor and overhead costs at SKU level across 2 manufacturing plants by analyzing the manufacturing systems and designing an appropriate costing methodology. The new costing methodology reduced overall cost variance from 28% (under-absorption) to 1% (under-absorption)
• Working Capital Reduction - Performed data analysis to identify revenue leakage and spend reduction opportunities in the A/P and A/R processes. Identified €1.5 MM worth of annual savings across 5 manufacturing plants (avoidance of excessive discounts to customers, availing discount opportunities from vendors, interest saved from preventing customer late payments, interest saved by avoiding early payments to vendors)
• Inventory Management – Mapped existing processes across inventory classification, forecasting, obsolescence management and vendor data management. Identified short-term and long-term drivers affecting inventory levels and recommended improvements using a combination of process and data analytics
• SKU Rationalization Program – Managed and led a team of offshore associates to design and develop a bill of materials/where-used tool for better visibility of lower and higher level assembly items associated with slow moving inventory. This tool supported the client towards their strategic SKU rationalization program
• S&OP Process Streamlining – Collaborated with a cross-functional team of client stakeholders to simplify the planning process through process redesign and data automation by building an integrated planning tool. The newly designed process reduced planning cycle time from 21 days per cycle to 7 days per cycle
• Procure to Pay Process Improvement – Conducted value stream mapping sessions for the client’s procure to pay process. Identified improvement opportunities in the areas of quality management, order management, inbound/outbound logistics and developed a Kaizen implementation roadmap

Feb 2010 – May 2012 · 2 yrs 3 mos · Bengaluru Area, India

• Successfully led several Quality initiatives for a 200+ member team to meet yearly targets in the areas of Productivity, Business Impact, Customer Satisfaction and Six Sigma Green Belt training and certification
• Conducted Lean and Six Sigma training sessions for 200+ employees, while receiving consistently high training scores in excess of 4.0/5.0
• Mentored several Green Belt projects for the Manufacturing / Supply Chain Analytics team. Completed 2 Black Belt projects, one using the DMAIC framework and the other using the Process-Reengineering methodology
• Facilitated business process improvement workshops at the client’s location. Supported onsite business development teams to build solutions and proposals using the Lean Six Sigma framework. Conducted numerous sessions on quality tools for the peer Black Belt community and volunteered to support the Corporate Quality team in revamping Six Sigma training material

May 2007 – Jan 2010 · 2 yrs 8 mos · Bryan/College Station, Texas Area

• Inventory Stratification - Performed Inventory Classification for a $1 billion chemicals distributor based on each SKU’s Sales, Frequency and Gross Margin Return on Inventory Investment (GMROII). The client implemented a pilot project at one of their locations and achieved a 33% reduction in slow moving inventory within 3 months
• Customer Segmentation - Classified customers into 4 categories based on: customers’ revenue, margin, buying patterns and a surrogate cost-to-serve measure to drive a differentiated operational strategy across the 4 cohorts
• Business Impact Simulator – Conceptualized an excel based model to showcase how reducing slow-moving inventory and reinvesting the money in fast moving items positively impacts EBITDA and Return on Investment
• Lean Application to Warehouse Processes - Identified Customer Value Add, Business Value Add and Non Value Add activities for various warehousing operations for $1.6 billion pipes, valves and fittings distributor in the oil and gas industry; recommended Lean solutions to achieve a 90% reduction in order processing time
• Pricing Optimization - Lead a Pricing project with a $6.5 billion manufacturer of electrical products. The final recommended price will consider the relative importance of Items, Customers and Item-Customer-Location combinations to the organization

Dec 2004 – May 2007 · 2 yrs 5 mos · Bryan/College Station, Texas Area

• Initiated a company-wide Quality Control program to proactively solve quality issues. This initiative resulted in the documentation of work instruction sheets for 100+ plant operations and led to the training of 150+ line employees on their day-to-day job functions
• Modified work flow in 11 assembly lines by process mapping and re-designing layouts; collaborated with a cross- functional team of supervisors and maintenance crew to setup lines
• Assembly-line workflow layout redesign - Converted a “batch” operation to continuous flow operation, resulting in over $50K in labor cost savings and a 35% increase in hourly throughput
• Trained management and supervisor-level employees on the organization’s core business philosophy of "Lean Manufacturing" and "Theory of Constraints". The training focused on relating major shop floor activities to improving throughput & decreasing material cost and operating expenses