1) Orchestrated vertical commissioning, stabilization and optimization of India's largest Food Park at Bangalore, overseeing multi-category production and implementing lean operations. 2) Strategically launched new manufacturing categories, mitigating supply risks and enhancing product diversity for 2000+ stores nationwide.3) Pioneered Talent Sourcing, Training, and Deployment of Lean & Autonomous operations, driving technology adoption and operational excellence in supply chain management.

1) Led engineering & production verticals of at Pan India Level – 8 Mfg Units and 2 Green Field Projects.2) Handled Capex investment at Pan India . Took strategic investment decisions considering network plan and required capacity to serve the market3) Identified and executed projects in the area of Energy Management, Warehouse Rental and Productivity Improvements4) Implemented Renewable Energy (RE) solutions with installed RE capacity of 15 MW and 90% greening

Youngest to lead one of the largest manufacturing units of HCCB and one co-pack unit.

1) Responsible for the top line and bottom line of the manufacturing unit with annual revenue of INR 8000 MM . Implemented various projects to reduce various supply chain costs including manufacturing, logistics, packaging etc. 2) Led the team to commission and ramp of the beverage line in a record time, improving the stock availability of various SKUs and fill rates in the market.3) Led the factory to win Frost and Sullivan Sustainability Award in 2019 and JIPM excellence award in TPM in 2019.

1. Ramped up the production to 100 % within nine months – a world benchmark for ramp-up in Steel Manufacturing - by training and deploying 25 personnel in strategic positions, reducing the delays and improving the logistics.2. Pioneered and implemented Lean Manufacturing Philosophy - Total Productive Maintenance, leading to increase in mean time between failures of equipment by 50 % and subsequent production enhancement.3. Developed end to end process flow of consumables, equipment, and manpower and strategically outsourced four operations and logistics functions to competent service providers, ensuring execution within budgetary and time constraints.

1. Developed team of 35 Engineers and led them to successfully commission SMS with $60 million budget in 7 months in collaboration with 10 cross functional members, 4 execution Contractors and 3 Technology partners.2. Reduced the total execution time of the $4 million project by 10 % by applying Critical Chain Project Management, resource planning and proper sequencing of execution.3. Led 5 different projects in 3 years, involving vendor selection, techno-commercial negotiations, contract finalization and project execution via cross functional teams; completed all these projects on time and within budget.4. Implemented End to End waste disposal system including Technology selection and Operational philosophy formulation to achieve the Organization’s aim of Zero discharge and design finalization of $2 million equipment in South Korea.5. Optimized the layout of SMS, leading to better logistics, flow and improved efficiency, and 33 % improvement in the rated land productivity from 6 MTPA steel production to 8 MTPA, helping the Organization to formulate its Long Term Business Plan.6. Performed financial modeling for 2 contracts of SMS which will lead to savings of $1 million within 3 years of operation.7. Visited Port Talbot plant in the United Kingdom, learnt state-of-the-art Operational technology and implemented the learning by developing end to end training program for users; also trained two managers personally.8. Developed complete erection and commissioning schedule of SMS in consultation with Accenture and McKinsey, identifying the critical paths, formulating the execution sequence and allocating the resources.

1. Implemented Risk Management Framework and led the multi-disciplinary Maintenance and Operations teams to identify Process.risks and recommended improvisations; twenty-four recommendations were implemented, making the system more reliable and safer.2. Worked in Germany for one month for the Technology Development & finalization of Automation functionalities.3. Saved $0.1 million by applying value engineering and changing the existing design of the Steel Car track.

1. Increased production time of the Sinter Plant by 1% by applying Lean Manufacturing principles and Theory of Constraints.