Dec 2015 – Dec 2016 · 1 yr · Mumbai Metropolitan Region

• Headed the Corporate Communications functions for all of the group’s diversified
• businesses including steel, energy, ports, cement, sports as well as CSR. I reported to
• the Jt MD & Group CFO and worked closely with the senior management across
• businesses. Key responsibilities included all internal and external communication,
• media relations, social media, web presence, reputation management, employee
• engagement. The Group has a turnover of $ 10 bn and has close to 20k employees.
•  Core media relations including quarterly press interactions
•  Management of policy crisis in metal industry due to predatory pricing and
• achievement of required objectives
•  Successful conduct of M&A transactions
•  Incident based crisis management
•  Refresh of all online properties like web site and social media handles
•  Publication of attractive, new collaterals at optimum costing
•  Proactive media relations across sectors and geographies through aggressive
• outreach
•  Management of agencies for PR, Social Media, Web Site Management, Media
• Monitoring, etc.

Jun 2011 – Dec 2015 · 4 yrs 6 mos

•  Reporting to CEO – Delhi International Airport (P) Limited
•  Reporting to Group Head Corporate Communications – GMR Group
•  Member of DIAL Steering Committee
•  Achieved substantial improvement in quality of media coverage
•  Enhanced management-media interactions through multiple spokespersons and editorial boards
•  Worked on numerous confidential projects in reputation management
•  Started the company’s social media presence on Facebook, Twitter & Youtube
•  Handled media relations including press briefings and interviews
•  Managed major events with external stakeholders
•  Managed internal communication and branding
• The settling in period was surely over by the time I reached Delhi Airport. The ferocity of the media in Delhi and intricacy of issues meant I had to hit the ground running. I started confidence building measures with the media which included “zero-agenda” meetings, meet-to-eats, a daily news bulletin, twice a day updates during fog. Major issues saw a show of strength to key media in the form of editorial boards. Apart from this, I managed to start the airport’s presence on social media (now at 780,000 fans on Facebook) which was a first amongst Indian airports, organized numerous large events, helped with crisis management and routine media relations at other businesses, etc. On the general management side, I ran a team of ten with annual budgets of Rs. 10 crore (USD 1.6 million), was a member of the company’s steering committee and a part of most key initiatives such as customer focus, improvements at the workplace, needs of passengers with special needs, business excellence, bottomline improvement, etc. I am proud to have worked in a multicultural environment with 1,500 direct and 60,000 indirect stakeholders and shared excellent non-reporting relationships across a large cross-section of this workforce.

Jan 2011 – May 2011 · 4 mos

•  Reported to CEO – GMR Hyderabad International Airport Limited
•  Reported to Group Head Corporate Communications – GMR Group
•  Key Member of GHIAL Steering Committee
•  Handled media relations including press briefings and interviews
•  Managed major events independently and with stakeholders
•  Managed internal communication and branding integrity
• During a five month stint at Hyderabad Airport, I learnt about the airport business. While absorbing inputs from seasoned aviation professionals, I started the process of meeting former colleagues from the other side of the table with positive results. Here I also picked up inputs from team members learning about event management, branding, publications, etc. I was a key member of the company’s steering committee and inputs were valued across functions. During this stint, the group felt that I was capable of handling its toughest communications challenge and I was transferred as Head – Corporate Communications of Delhi Airport.

Dec 2010 – Jan 2011 · 1 mo

•  Reported to Group Head – Corporate Communications
•  Partially Completed Group Corporate Communication Manual
•  Partially Completed Group Social Networking Media Manual
• Hired for Corporate Communication Strategy, I was one of the youngest General Managers in the group. However, it was decided early in my career that I was better suited for a front-office job rather than being a back room boy. As a result, immediately upon completion of my orientation with the group, I was deputed to Hyderabad Airport as the Head – Corporate Communications. As a result of a month in the office and about a year in Bangalore, I cultivated excellent working relationships at the group corporate office as well as with some of the other business sectors such as energy, highways and urban infrastructure.

Jun 2008 – Dec 2010 · 2 yrs 6 mos · Mumbai Metropolitan Region

•  Reported to the Managing Editor and the CEO of the channel
•  Fully responsible for the day to day running of the channel
•  Successfully managed a team of 75 journalists across the country
•  Editorial interface with advertisers and the marketing team
•  Responsible for monetizing properties on the channel
•  Responsible for all advertiser funded programmes while maintaining editorial integrity
•  Maintained channel’s position and ratings in spite of advent of competition
•  Increased revenues and reduced losses
•  Created numerous new programmes
•  Part of NDTV’s training division working with channels in South Asia
• Starting out in NDTV in my second stint, I was initially responsible for the content of this premier business channel. However, some flux in the organization meant that I spent the last year of my stint being active in managerial activities such as budgets, operating plans, viewership, advertising, advertorials and business development. I also took an active part in managing the channel’s exclusive properties such as a variety of events and awards with large budgets and a stellar attendance. I established key contacts across the editorial and management teams of all NDTV channels which serve me in good stead even today.

May 2005 – Jun 2008 · 3 yrs 1 mo · Mumbai Metropolitan Region

•  Reported to the Executive Editors
•  Successfully ran a team of 35 editorial staff in Mumbai
•  Fully responsible for both news content as well as operations out of CNN-IBN’s largest bureau
•  Editorial interface with marketing, operations and management
•  Ensured constant high ratings in Mumbai
•  Ran a team of 53 reporters in 9 metro/mini metros and the political team
• I was hired back into the news business by the promoters of the to-be-launched channel. One of the first employees, I played a key role in the entire recruitment and set up of Mumbai, which was the biggest bureau of the channel. I successfully ran the bureau for two years during which the channel produced award winning coverage of Mumbai, Maharashtra, Goa & Gujarat including the train bombings of 2006. In 2007, I was moved to the channel headquarters in Delhi to manage the Delhi metro bureau and have editorial oversight over the functioning of bureaus in eight other major cities including Mumbai.

Aug 2004 – Apr 2005 · 8 mos · Mumbai Metropolitan Region

•  Producer for India’s then biggest reality TV show with a budget of Rs 14 cr
•  Unique concept of inviting business ideas which receive VC funding
•  Show produced for Zee TV won Hero Honda ITA Awards
•  All costs recovered before show went on air
•  Formulated and executed sponsorship, barters, in show placements
•  Over 20,000 entries received
•  Formulated elimination process
•  Designed tasks for participants
•  Responsible for logistics, finance, creatives
• Was part of a team of ten professionals who turned themselves into a subsidiary of India’s biggest TV network. We conceptualized and executed one of the largest shows of the time which was also a first of its kind concept. The show was a hit and went on to make money as well as win a key award. Formulated unique
• methods for screening over 20,000 applicants for this show using a novel mix of intellect and technology. Key features included a 15,000 square feet set spread over two sound stages at Mumbai’s Film City and an elimination process conducted entirely over video conferencing with candidates from across the country. I am pleased that some of the ideas that the programme identified received funding and went on to become successful businesses.

Jan 2004 – Aug 2004 · 7 mos · Mumbai Metropolitan Region

•  Produced programme concepts, budgets and pilot episodes for the proposed channel
•  Responsible for recruitment, production, finances
•  Editorial interface with management
• A brief experiment in setting up a news channel which ended at the pilot stages due to lack of funding. However, the experience served me in good stead eighteen months later when I found myself playing a key role in the setup of another channel.

May 2000 – Jan 2004 · 3 yrs 8 mos · Greater Delhi Area

•  Business Reporter with Star News produced by NDTV
•  Output Editor with responsibility of producing 150 min of news content a day
•  Producer of Star Business News, Star Bazaar, Star Business Week
•  Regulator contributor of business stories on Star News and later on NDTV 24x7
•  Occasional contributor to feature shows like Star News Sunday
• My first job in media and also the first “post-qualification” work experience brought me into a professional environment and laid the foundation of a career in the public domain. Working in a small team, I had no room for specialization and that meant all assignments had to be completed and nothing was too big or too small. Created contacts which still remain across sections of media, industry, bureaucracy and government. I learnt about what makes news and what does not, how to get work out of a small team and the importance of deadlines while delivering headlines.

Jun 1997 – May 1998 · 11 mos · Greater Kolkata Area

• Responsible for sales to corporate customers
• Responsible for preparing tenders
• Responsible for retail advertising
• Responsible for finance & accounting
• Sold over 200 personal computers a month

Jun 1996 – May 1997 · 11 mos · Greater Kolkata Area

• Part of a team that sold over 3000 personal computers in Kolkata in 3 weeks
• Personally achieved sales of over 150 units
• Sold the then biggest order of Rs 1.16 cr to a PSU bank