Formulating key commercial strategies for Top Seller Segment including JBP and KBP

E-commerce Commercial Strategy Leadership: Responsible for Groceries category management, overseeing profitability, and top-line KPIs.Comprehensive Strategy: Pioneered a customer-centric commercial strategy for market competitiveness.Rapid Category Resurrection: Achieved sustained 40% YoY growth in GMV and orders through CRM, onsite visibility, and strategic social media campaigns.Account and Seller Management: Oversaw diverse accounts, fostering strong relationships, and boosting seller participation in campaigns.Data-Driven Solutions: Used SQL and data analytics to identify operational challenges, efficiently liquidating aging stocks, saving $0.7 million. Prioritized brand visibility and tailored digital marketing tools for each product.Assortment Enhancement: Expanded Groceries assortment with SEO-driven SKU introductions.Frozen Category Introduction: Spearheaded Frozen category with top brand onboarding, becoming one of the fastest-growing segments.Consistent Target Overachievement: Established Groceries as a top FMCG segment, consistently exceeding targets.Cross-Functional Collaboration: Aligned cross-functional teams for optimal resource utilization and campaign success.Daraz Fresh Expansion: Led Lahore expansion with a 300% increase in Fresh produce topline, solidifying market leadership.

Category Launch and Expansion: Spearheaded the launch of Daraz Fresh as a key category within Daraz Mart, starting in Karachi and expanding into subcategories like Bread & Eggs, exotics, dry fruits, and cold-pressed juices.End-to-End Commercial Management: Managed the Fresh category comprehensively, overseeing profitability margins, top-line KPIs (GMV, orders, items, buyers, repurchase rate), assortment selection, campaign execution, onsite visibility, and expansion strategy.Pre-order Feature Implementation: Successfully introduced the pre-ordering feature for Fresh, eliminating the need for in-house inventory storage and reducing monthly spoilage costs by approximately $3,000.High-Impact Campaign Achievement: Led Fresh to achieve record-breaking metrics during the 11.11 campaign in 2022, including 127k items, 9k orders, 6.5k buyers, and $40,000 GMV, just four months after the category's launch, through strategic campaign alignment.Profitability Enhancement: Improved Fresh category profitability by 388% through supplier negotiations, scaling daily fresh volumes to around 4 tons, and optimizing fresh operations within the non-perishable warehouse.Quality Compliance Framework: Established a quality compliance framework with pictorial guidelines, resulting in consistent monthly Quality Return Rates (QRR) below ~3%.Recognition as "Rockstar" in Q3: Named "Rockstar" in Commercials for the successful launch of Fresh, making it the largest category by order share on Daraz Mart. This achievement led to a promotion to the role of Category Manager - Groceries within just 8 months.

Category Transformation: Transformed Fresh Produce category into a business anchor with a 39% contribution to total orders and 11% share of overall revenue, serving 9.3K+ customers with an 80%+ retention rate.Margin Enhancement: Increased Fresh Produce margins from 5% to a robust 15% within two months, resulting in a 200% profitability improvement.Efficient SKU Management: Introduced efficient SKU framework, reducing turnaround time to 6 days, optimizing inventory and lowering carrying costs.Strategic Campaign Launch: Led a high-impact Mango campaign with 12 SKUs and 4 variants, achieving 24% profit margin and 15% category revenue contribution.Supply Chain Optimization: Collaborated for Replenishment Model v2.0, achieving nationwide Out-of-Stock (OOS) rate below 13% during critical weeks.Supplier and Quality Management: Developed supplier performance framework, maintaining low complaint rate of 2.5-3% during extreme conditions.Forward Buying Strategy: Led forward buying of 200 tons of potatoes, increasing margins from 5% to 40%.Integration of Farmers: Pioneered farmer integration into supply chain, yielding 20% margin increase within 3 days of negotiations.Automated Replenishment Planning: Integrated Odoo for automated Pack Mat Replenishment Planning, reducing complaints and operational breakages.On July 12th, Airlift shut down operations across all markets after the pushback from investors as a consequence of recession in capital markets. Led the liquidation of all salvageable fresh produce within 24 hrs. Was part of the final team involved in closing down express warehouses in Islamabad.

Revenue Milestone: Led mid-fulfillment operations across 3 regions and 8 markets, achieving a historic monthly revenue milestone of PKR 70 million in Fresh Produce, setting a company record.Out-of-Stock Reduction: Successfully reduced nationwide Out-of-Stock (OOS) to below 20% during Ramadan, ensuring continuous Fresh Produce availability.Product Rollout: Pioneered product rollouts in collaboration with the product team, implementing automated navigation processes in warehouses for efficiency.Forward Buying Success: Orchestrated forward buying for Dates during Ramadan, generating PKR 21.5 million in revenue with a 20% margin.Operational Efficiency: Implemented performance metrics to boost Fresh Produce orders during critical hours by 10%.Inventory Management: Reduced nationwide inventory losses from 10% to 2.3% through rigorous packing controls.Operational Restructuring: Achieved a 21% reduction in labor costs and consolidated warehouses for PKR 1.3 million monthly savings.Cost Optimization: Reduced logistics costs by 20% amid rising fuel prices, optimizing shipment consolidation.Category Manager Role: Assumed an additional role as Category Manager for Fresh Produce due to the new category structure in Airlift's Supply Chain.

Streamlined Operations: Achieved a remarkable 95% average fill rate for Fresh Produce supply to central region dark stores, enhancing inventory management and customer satisfaction.Standardization Sprint: Initiated a standardization sprint, creating comprehensive playbooks with SOPs for operations, workforce management, and quality control, improving operational efficiency.Low Complaint Rate: Maintained a nationwide complaint rate below 2% from January to April, ensuring exceptional customer service and product quality.Project Infinity: Launched "Project Infinity" to reduce handling damages and recover costs from expired fresh produce, reducing disposals by 8% and recovering 22% of inventory losses.Quality Control and Assurance: Implemented quality control measures, ensuring high standards for fresh produce handling, resulting in improved product quality and customer satisfaction.Operational Excellence: Optimized processes to meet demand, minimize waste, and reduce costs, contributing to increased profitability.Leadership Recognition: Recognized for outstanding results, given the opportunity to lead Fresh Produce operations nationwide, showcasing scalability across diverse markets.

Production Line Setup: Key role in founding team, setting up 12 production lines in just 5 months, showcasing strong project management skills.Operations Management: Oversaw assembly, testing, and packing sections, focusing on efficiency and quality. Implemented training for continuous improvement.Team Leadership: Formed and led a dedicated team of 12 leaders, fostering teamwork and accountability among 150 operators.Operational Improvement Projects: Initiated projects like Absenteeism Control, Defects Reduction, Downtime Reduction, Line Balancing, Cycle Study, 6S, and Leader Empowerment, driving operational excellence.Production Loss Target: Successfully achieved a challenging production loss target of 0.014% in the first quarterly inventory audit, demonstrating commitment to efficiency.Absenteeism Reduction: Implemented absenteeism prediction system and preventive planning, reducing absenteeism rate from 8% to 3.5%.Battery Safety Enhancement: Introduced battery level control system, reducing efficiency losses by 50% due to battery issues.Abnormality Control: Implemented systematic approach for timely feedback on abnormalities, reducing downtime losses by 30% and controlling the dwell rate to below 2.5%, enhancing operational efficiency.

Worked on a project aiming to increase the Overall Equipment Efficiency of the filling machines up to 75% by 2020

Organized a community service competition among the classes of my school, SMME.