May 2022 – Apr 2024 · 1 yr 11 mos · Bengaluru, Karnataka, India · On-site

• My tenure as the General Manager of Manufacturing and Supply Chain at Printo was marked by transformational leadership and strategic contributions. My role encompassed overseeing the end-to-end operations of a complex manufacturing and distribution ecosystem while driving technological innovation and operational excellence. Below is a detailed account of my key accomplishments and responsibilities during this period:
• 1. Operations Leadership:
• 1.a. Scope of Responsibility: Managed the daily operations of five manufacturing factories, three distribution centers, and 33 third-party (3P) centers across India.
• 1.b. Team Management: Directed a team of 23 direct reports and over 475 blue-collar employees, ensuring cohesive collaboration and operational efficiency.
• 1.c. Streamlined Processes: Designed and implemented standard operating procedures (SOPs) for supply chain processes, achieving consistency, cost optimization, and improved productivity.
• 2. Strategic Supply Chain Management:
• 1.a. Annual Operating Plan (AOP): Developed and executed comprehensive supply AOP budgets (OPEX and CAPEX), aligning them with organizational strategic objectives.
• 2.b. Supply Chain Initiatives: Translated business goals into actionable supply chain initiatives, resulting in enhanced profitability and operational efficiency.
• 2.c. Marketplace Strategy: Partnered with the business development team to strategize and implement product sales on diverse marketplace platforms.
• 3. Inventory and Supplier Management:
• 3.a. Inventory Optimization and Supplier Relation: Monitored inventory levels across multiple marketplaces, ensuring optimal stock availability to meet dynamic demand.
• 4. Digital Supply Chain Transformation:
• 4.a. Technology Integration:
• 4.a.1. Locus: For route optimization and logistics efficiency.
• 4.b.2. PC Cloud Server: To centralize and enhance data accessibility.
• 4.c.3. Codnix: For advanced operational tracking and automation.
• 5. Leadership and Team Development

Apr 2021 – May 2022 · 1 yr 1 mo · On-site

• As Production Head - Senior Manager Manufacturing at Diageo Hyderabad (India), I successfully led a multifaceted factory operation in one of the most challenging environments. My role encompassed driving operational excellence, ensuring compliance with stringent regulatory frameworks, and maintaining seamless collaboration across diverse stakeholders.
• Key Achievements and Contributions:
• 1. Operational Leadership in a Complex Environment: Directed end-to-end factory operations, including production, logistics, and supply chain management, while ensuring 100% safety compliance in a highly regulated industry.
• Managed a dynamic workforce of 750+ blue-collar employees and two trade unions, maintaining industrial harmony and operational efficiency.
• 2. Strategic Enhancements Across Functions: Spearheaded initiatives to improve safety, quality, productivity, automation, statutory compliance, and sustainability.
• Successfully delivered a Finished Goods (F.G) target of 3.2 million cases, overseeing 95+ SKUs, demonstrating a robust ability to manage complex product portfolios.
• 3. Advanced Planning and KPI Management: Owned and managed the daily operational KPI dashboarding and Daily Work Management (DWM) system, ensuring alignment with organizational goals.
• Designed and executed an accurate Annual Operating Plan (AOP) and leveraged advanced planning tools like O9-APO to optimize production and inventory based on demand forecasts.
• 4. Compliance and Risk Governance: Displayed in-depth expertise in company laws, statutory compliance, pollution control regulations, fire safety laws, labor laws, tax, and excise regulations.
• Implemented risk and governance frameworks for legislative and regulatory compliance, utilizing tools like Legatrix for monitoring compliance digitally.
• 5. Process Optimization and Cost Management: Integrated Six Sigma concepts, to enhance operational efficiency and reduce costs.
• 6. Adherence to Global Standards

Feb 2018 – May 2021 · 3 yrs 3 mos · On-site

• During my tenure at Diageo as Manager of Manufacturing Operations & Strategy, I played a pivotal role in driving operational excellence, strategic planning, and profitability enhancement. I contributed to the organization by leveraging my analytical skills, cross-functional leadership, and innovative approach to align operations with strategic business goals. My work encompassed managing multi-dimensional aspects of manufacturing and supply chain operations, fostering productivity, and optimizing cost structures.
• Key Contributions and Responsibilities:
• 1. Strategic Decision-Making and Trend Analytics:
• 1.a. Delivered critical business decisions and strategies to senior management by analyzing trends in factory performance, operational finances, and SLA execution.
• 1.b. Ensured operational and financial metrics were aligned to deliver execution excellence and drive profitability.
• 2. Operational Management & Cost Optimization:
• 2.a. Supervised OMU (Owned Manufacturing Units) and 3P (Third-Party) manufacturing operations to maintain operational efficiency.
• 2.b. Designed and implemented supply chain strategic plans encompassing demand planning, material management, capacity planning, and production scheduling.
• 2.c. Identified opportunities to innovate and reduce overall manufacturing costs through creative, low-cost solutions, ensuring sustainable growth.
• 3. Productivity Pipeline Development:
• 3.a. Spearheaded the development of the "Make Productivity Pipeline" across all value streams, closely working with finance business partners.
• 4. Metrics and Analytics Leadership:
• 4.a. Led Tier 4 (T4) operational reporting and supported Tier 5 (T5) through the creation of standardized metrics and dashboard analytics.
• 4.b. Streamlined reporting mechanisms.
• 5. Cross-Functional Collaboration and Innovation:
• This role honed my ability to balance strategic vision with operational execution, making me a strong candidate for leadership positions.

Mar 2015 – Feb 2018 · 2 yrs 11 mos · On-site

• "Strategic and Operational Leadership"
• 1. Strategic Alignment: Led the development and execution of plant-level strategic and operational inputs in alignment with the overarching business plan.
• 2. Goal Setting and Execution: Established specific, measurable goals across key operational parameters, focusing on improvements in:
• 3. Quality: Enhanced process reliability and output consistency.
• 4. Cost: Streamlined operations to achieve cost efficiency.
• 5. Productivity: Championed initiatives to maximize output per resource unit.
• 6. Delivery: Maintained high adherence to delivery schedules, minimizing lead times.
• 7. Safety: Fostered a culture of safety, ensuring a zero-incident work environment.
• Implementation of 'Project Game-Changer'
• Integration of SQDCMS Framework: Successfully integrated the Safety, Quality, Delivery, Cost, Morale, and Sustainability (SQDCMS) model into plant operations.
• Delivered tangible improvements across all dimensions by embedding structured problem-solving methodologies and robust KPIs.
• Continuous Improvement: Established a culture of continuous improvement through cross-functional team collaborations, regular performance audits, and feedback loops.
• Fostered strong collaboration between corporate teams and plant-level operations to align operational goals with strategic objectives.
• Change Management:
• Orchestrated the transformation of operational practices under the ambit of ‘Project Game-Changer,’ ensuring buy-in from diverse stakeholders.
• Delivered training sessions and workshops to empower teams, instilling a forward-thinking mindset for operational excellence.

Jul 2013 – Mar 2015 · 1 yr 8 mos · Mumbai, Maharashtra, India · On-site

• This tenure at CEAT was marked by impactful contributions to manufacturing excellence, operational strategy, and business performance improvement. The role required a blend of strategic thinking, operational expertise, and leadership capabilities to drive transformative changes in alignment with globally recognized standards such as DEMING.
• Key Contributions and Accomplishments:
• 1. Strategic Process Development and Implementation: Enhance operational efficiency and drive sustained manufacturing/business performance.
• Led validation experiments under DEMING Standards, ensuring alignment with internationally recognized practices for continuous improvement.
• Established a framework for long-term performance improvement.
• Empowered cross-functional teams with clear guidelines to maintain and enhance productivity.
• 2. Total Quality Management (TQM) Leadership: Implement a culture of continuous improvement across key performance areas—Quality, Cost, Productivity, Delivery, and Safety.
• Facilitated regular training and awareness sessions on TQM principles.
• Directed multidisciplinary teams to identify and mitigate performance gaps proactively.
• Delivered measurable enhancements in operational KPIs, contributing to improved bottom-line performance.
• Strengthened the organizational culture of accountability and excellence.
• 3. Implementation of Statistical Process Control (SPC): Improve process efficiency and ensure consistent quality tracking.
• Designed and implemented SPC methodologies tailored for CEAT’s production processes.
• Enabled real-time process mapping and tracking of quality trends.
• Enhanced decision-making through data-driven insights.
• Minimized process variations, leading to improved product consistency and customer satisfaction.
• 4. Process Improvement Through FMEA: Systematically identify and mitigate risks associated with manufacturing processes.
• Conducted Failure Mode and Effects Analysis (FMEA) sessions across production units.

Jul 2011 – Jul 2013 · 2 yrs · Pune Area, India · On-site

• My tenure as a Senior Production Engineer at Bridgestone provided the foundation for my career in manufacturing and supply chain management. During this period, I demonstrated a strong aptitude for learning core manufacturing principles, honing collaborative skills, and contributing significantly to the establishment of a greenfield manufacturing facility. My role encompassed comprehensive exposure to production planning, manpower utilization, and asset optimization, laying the groundwork for future leadership responsibilities in the industry.
• The role enabled me to gain in-depth knowledge of:
• 1. Manpower Utilization: Optimizing workforce deployment to enhance productivity and efficiency across operations.
• 2. Installed Asset Capacity: Ensuring machinery and infrastructure were leveraged to achieve peak performance.
• 3. Production Planning: Developing strategies to meet demand while minimizing downtime and waste.
• 4. Shop Floor Management: Driving day-to-day production activities, monitoring performance, and fostering a culture of continuous improvement.
• 5. Collaborative Skills: Working in a dynamic environment with cross-functional teams, I demonstrated my ability to collaborate effectively with diverse stakeholders, including senior management, technical experts, and frontline workers.