• Led a team of 16 including engineers, planners, and technicians in managing headcount, space planning, capex projects, and overall material flow at Tesla.• Oversaw warehouse management, intralogistics, new part introduction, and inventory management, ensuring efficient operations.• Owner of the following key metrics - Factory Opex, LHPU

Managed engineering projects for Material Flow across 3 facilities.Led a team of 9 people to deploy projects for phase-2 ramp of the factory.Reduced storage cost by $32 million for finished goods.Owner of WMS for Megafactory.My scope includes managing space planning, analytics, headcount planning, system configurations, external warehouse management, intra-logistics, outbound shipping, indirect material planning and overall material flow.

Owner of space planning, inventory management, material flow and facility design at Tesla Megafactory.Planned for storage, logistics & DOH of inventory of SKUs and planned the metering in of parts from the upstream supply chain to manufacturing line based on build plan and consumption.Set up the entire operation for inbound parts and final product outbound flow along with YMS (Yard Management System) for Tesla Megafactory for inbound deliveries and outbound shipping.Coordinated with 10+ teams and arbitrated discussions related to facility design and space requirements of stakeholders using a data based approach.Headed the transition from an LP-Less inventory management system to an LP-live system to reduce variance and improve inventory accuracy.Prepared justifications for approval and led the groundwork of Capex projects worth over $10 million with 2 other team members with the scope of temporary tent storage, external warehouse, racking and logistics equipment.Troubleshooted systems issues for lineside consumption, transactions and modified the system to cater the needs specific to the factory.

Worked on development of the backend assembly configuration logic and pricing strategy for a million dollar level CPQ system by collaborating with manufacturing, supply chain and purchase departments.Collaborated with the engineering team to resolve 1200+ defects in assembly configuration.Utilized a hybrid project management approach-agile for iterative deliverables and waterfall for high level milestones.

Spearheaded a project for product tracking and labor standards development for AURORA, North America LLC by Developing a digital solution with a third-party software developer to track assembly throughout the organization.Managed end-to-end project delivery right from need analysis to process mapping, examining alternatives, development of BOM, identifying risks, outsourcing, communicating with suppliers, and giving the client presentation.

Cleaned, managed and analyzed data to generate reports of various operational KPIs for NYU using Tableau.Optimized workflows by strategic redesigning of the database and dashboard access approval process across NYU to reduce lead time from 10 days to 2 days.Reduced variation in forecasting methods across different schools in NYU by development of a standardized system for budget forecasting and improved productivity by 40%