Helping take decisions by experiments and not just debate

Responsible for the Categories GMV and P&L pan India. Drive has been to improve the bottom line past few month which involved strategizing and executing the plan. This involves working with multiple stakeholders, project management, pivoting when ever required.

Moved to the most happening category of Ola. say most happening for the shear pace it is growing. Part of central team. April to Oct roll revolved around a new pdt in Share called Flat fare. Learning: was related to pricing as well as demand. fine balance between both. Involved a lot of data analytics and customer understandingPost Oct, taken up the task of improving customer experience in Ola Share. Had to work closely with Pdt team and Data analytics for this along.Presently also involved in finding the next breakthrough idea for Share in T2/T3 cities

 Roles & Responsibilities:• To generate & handle the Shuttle use cases at select key accounts across Bangalore• Would involve understanding the client requirement & then working with our internal Operation & Technology team to coordinate next steps• Was given additional task to start Shuttle Operations in Hyd & Chennai, this primarily involved setting the operations in the cities & handle the leads generated by local team• Handle the receivables for Shuttle accounts in Bangalore• Since Feb 2017 been asked to focus on Ola corp ad hoc sales in an assigned geography  Key Undertakings:• Operation set up in Hyd is ready, was able to find vendors of different bandwidth & bring them on board• Generated new key account leads like Tesco, Target, Intuit, GE Research center, Capgimini etc. • Got into the operation of setting up business for Firstsource Bangalore (daily operation coordination, supply & also Tech)• Shuttle Bangalore became the largest revenue city in Q3 across country• Been working on implementing our tech in ongoing deals (IMS health, Keystone, Eurofin) Key Learnings:• Setting up operation In Hyd was a good learning experience, had limited resource from local team and with that limitation had to scout for new players (established players were not ready to work with us). Setting the expectation right for both parties & showing the vendors the value addition of doing business with us• Generating inroads in key account is a difficult challenge, with so many gatekeepers • Learnt from the experience of implementing our Ets, was involved in the initial stage of pilot at Tech Mahindra & now with implementing the same at Eurofin

Roles & Responsibilities:• To increase bookings & revenue for Shuttle In Bangalore• Improve operational efficiency and coordinate with Tech & Marketing team for the required synergy  Key Undertakings:• Restructured the team of 32 people (ASM, Sr Exec & Exec) into B2B & B2C, assigned KPI & target for 2 Months to each member• Undertook individual discussion to understand their developmental needs & focussed on team training• Increased synergy with Ops team by conducting knowledge sharing session & implemented processes to streamline the working between both teams  Key Learnings:• Primary learning was how to bring order to the existing chaos, to increase team motivation and get more out of each player.• Implementing important decisions was made even more difficult by the fact that the team players were bit old in system (some of them since the start of shuttle at bglr) and were not ready to come out of their comfort zone• It also involved taking tough decision of letting go of a few team members & still keep the motivation high for remaining members

 Roles & Responsibilities:• Colourpro Vertical is responsible for handling Architects / Interior designers (A/ID) & related stakeholders, handling a team of 9 members & based out of Bangalore• Work on engaging A/ID to increase our sphere of influence with ultimate objective of getting our products approved in BOQ / Getting heads start for Projects & product up gradation• Directly responsible for exclusive products launched for A/ID set & also for those products which requires high technical scrutiny• Ensure integration between other verticals (especially B2B) & marketing team• Includes local ATL/BTL activities, preparing marketing collaterals • Handling & engaging of contractor set who are aligned with A/ID set Key undertakings:• Initiated, facilitated & launched the service in Mangalore & Mysore• Prepared performance matrix for the relationship officers focussing on productivity• Leveraged my previous experiences in B2B and developed processes by which integration with Projects vertical in Asian paints can be enhanced• Developed an additional Matrix to measure efficiency of Relationship officers• Conducted regular trainings for team so that they come across as ‘Guide/service provider’ to A/ID & not just another vendor• Leveraged new products to penetrate in those firms where grip was nil, in fact the unit now stands highest in the country for sales of new products for Interior textures Key Learnings:• Learnt that traditional method of sales will not work here & hence had to find new way• Team consisted of young officers with certain ego clashes. Learnt how to balance all & get the team together to deliver results

 Roles & Responsibilities:• Unit Head for Projects, which is a B2B vertical for Asian Paints. Responsible for complete Telangana state & handling a team of 15 members• Responsibility was to prepare business plan to increase our overall market share & penetrate those segments where our reach was low• Reach out to all large establishments like Factories / Edu institutes / Cooperative housing society / Hospitality division / Hospitals / Govt set up / Builder Group / Religious Institutes / Corporates• Engage all required stakeholders like Builders / Purchase & Maintenance dept / Dealers / Contractors / Architects / site supervisors etc• Put in place processes related to mapping / engagement of contractors / building transaction transparency for dealers / creation of new sales tools for team• Team training & development• Local ATL/BTL activities & to leverage services vertical of Asian paints Key Undertakings:• Focussed on segment whose contribution was very low compared to their potential – Factory & Corporates, increased Factory contribution from below 2% to 5.5% of overall sales• Reduce dependency of Repainting segment on CHS by focussing on other segment. Worth mentioning is Yashoda chain / ISB / Raheja IT park / Sheraton hotel• Ran a pilot scale project of focussing on UPVC companies for selling Sealants, idea showed promise & was then extended to other parts of country• Processes were initiated to increase communication with dealers & contractors• Developed competency for generating & servicing business in CHS/ Corporates /Factory segments• Build an integration plan with other vertical heads of sales & marketing Key Learnings:• How to handle a team filled with pretty senior sub ordinates (avg 6 years + in company)• B2B competition is very high in twin cities, handling it made me learn a lot about market dynamics• Learnt not to get bogged down by tough financial year & look for new opportunities of generating business

 Roles & Responsibilities:• Unit Head for Projects, responsible for complete Andhra Pradesh state & handling a team of 10 members• This position was created that year, so the focus was on getting everything streamlined• Had to work on Logistics / commercials / team training & development / build marketing tools / push loyalty program for contractors / engage with all stakeholders of different segments• Assess & create a set of critical accounts among builders / contractors & dealers – engage them & increase our influence Key Undertakings:• Was able to take the unit from just 9.2 cr to 23.5 Cr in 2.5 yrs, was the fastest growing unit in 12-13 & second fastest next year in entire country• Streamlined all bottleneck issues faced by team – logistics / material availability / collaterals / sampling process etc • Was responsible for creating & driving the business plan, implemented both short & long term plans• Build focussed geography & segment linkage to increase efficiency of mapping & beats.• Focussed on building competitive advantage by creating loyal set of contractors & dealers.• Worked on creating point of differentiation in the eyes of Builder by providing them not just right product but a trained applicator also• Every segment did exceptionally well but worth mentioning would be Govt (Esp CPWD & MES, Navy) & Factory. The approach was twofold – develop the right network & deliver what others were not able to provide. • ATL/BTL activities in new towns – Ongole/ Nellore / Rajhmundry / Vijayanagram etc Key Learnings:• I had to start from a clean slate, how I went about prioritizing the work areas / geography was a good learning• Importance of relation building with stakeholders, not everything can be transactional• Negotiation • Learnt the complexities of handling Govt. segment• Importance of maintaining high morale & motivation among your team members