Nov 2024 – Present · 1 yr 7 mos

Dec 2023 – Oct 2024 · 10 mos · Gurugram, Haryana, India · On-site

• Park+ is building the infrastructure layer for car ownership in India — and I was brought in to lead and scale the B2B vertical.
• I held full P&L responsibility for the Servicing vertical, which connects car owners to a network of service centres across the country. In 11 months, we scaled from a nascent operation to 150+ service centres across 7 cities, delivering 34,000 rides per month and an ARR of ₹80 Million.
• What made this role operationally complex wasn't just the scale — it was the distribution challenge underneath it. Building a reliable B2B service network across multiple cities means solving the same problems that define physical distribution: network density, partner quality, serviceability, and execution consistency at the last mile.
• I built and led a high-energy team across city operations, business development, and channel expansion — keeping the focus on one thing: making car servicing reliable, accessible, and worth coming back to.

Apr 2022 – Dec 2023 · 1 yr 8 mos

• Moved into the NSH role to build what didn't exist yet — a full FMCG Sales & Distribution engine for white-label brands from absolute zero.
• Categories covered: Detergent, Dishwashing, Snacks, Biscuits, Confectionery, Noodles, and General Merchandise.
• Geographies built from scratch: Bihar, Jharkhand, Gujarat, Rajasthan, Haryana, Delhi/NCR, Punjab, Tamil Nadu, Karnataka, Madhya Pradesh, and Odisha — 11 states across all four regions of India.
• What I built:
• Appointed 100+ distributors from zero — no inherited network, no existing channel
• Built and led a multi-layer field team: City Managers, Area Managers, Zonal and Regional Managers
• Scaled the business to an ARR of ₹100+ Crore
• Held full P&L responsibility across the distribution network
• This was the hardest kind of distribution work — no brand equity, no existing relationships, no ready infrastructure. Just a product, a geography, and the task of building a market.

May 2021 – Apr 2022 · 11 mos

• Joined ElasticRun to solve a specific problem: how do you build go-to-market infrastructure for commodity categories in a tech-enabled, B2B supply chain model — at scale?
• I led Category & GTM teams across a business turning over $400 million USD annually. The challenge wasn't just distribution — it was redesigning how buyers and suppliers connected in a highly fragmented, multi-layer commodity ecosystem. By leveraging ElasticRun's technology and supply chain infrastructure, we worked to eliminate redundant distribution layers and drive direct, efficient market reach.

Dec 2020 – May 2021 · 5 mos · Delhi, India

• Responsible for setting up & driving Mini-Market project with an objective to supply more than 200 Tonnes of fresh produce directly from Farmers to Vendors, with a team size of 200 people

Jan 2019 – Dec 2020 · 1 yr 11 mos · Delhi, India

• Took charge of the Creambell Ice Cream business across Delhi NCR and Haryana — a ₹200 Crore+ annual operation covering General Trade, Modern Trade, and Institutional channels across 25,000 outlets.
• The market I inherited was wholesale-driven. Distributors were pushing stock, not building reach. Retailers weren't being served directly, and growth had plateaued.
• I rebuilt the model from the ground up — shifting from a wholesale-push system to a retail-first distribution architecture.
• The results:
• 30% month-on-month growth, consistently delivered
• Distributor ROI improved — partners became invested in growth, not just stock movement
• Customers served on time, every time — retail serviceability became a competitive edge, not an afterthought
• Led a multi-functional team of Area Managers, Key Account Managers, Business Development Managers, Sales Executives, Pre-Sales Representatives, and Merchandisers — fully aligned to one objective: not just selling, but building a market.
• This stint taught me that the same product, in the same geography, can grow or stagnate entirely based on how the distribution system is designed.

Oct 2014 – Dec 2018 · 4 yrs 2 mos

• Moved into the ASM role managing the Delhi territory — a ₹40 Crore+ annual revenue operation spanning 6,000 retail points across Direct and Indirect Distribution, with 6 distributors and a cross-functional team of sales, service, and logistics.
• I inherited a territory that was underperforming. The distribution network was inconsistent, distributors weren't growing, and the growth numbers were below potential.
• What followed was a turnaround:
• Converted a struggling territory into a sustained growth market — delivering consistent double-digit month-on-month growth
• Rebuilt distributor relationships — moved partners from transactional to invested, with better ROI and reliable service
• Drove customer serviceability — retailers were served on time, every time, which built the kind of loyalty that compounds
• Alongside the territory work, I was part of the team that launched Sting Energy Drink and Nimbu Masala Soda across the market — and helped drive both to national success.
• Rated among the highest-growing Area Managers in the region. Delivered sales growth consistently above Annual Operating Plan (AOP).
• Brands handled: Pepsi, Mountain Dew, 7UP, Mirinda, Sting, Nimbu Masala Soda, Slice, Tropicana, Nimboz.

Dec 2013 – Sep 2014 · 9 mos

• Started where all good distribution careers start — on the ground.
• As a Management Trainee at Varun Beverages, India's largest PepsiCo licensee, I learned the language of FMCG distribution from the field up: how distributors think, how retailers make stocking decisions, how shelf space is won and lost, and what actually drives a salesman's performance. This wasn't classroom theory — it was markets, routes, and relationships.

May 2012 – Jul 2012 · 2 mos · Morocco

• Report Title- Financial Due Diligence
• Completed three months Summer Internship understanding Mergers & acquisitions in FMCG sector with a special focus on Financial due diligence.