Deployed in the T&D Products business division as the Country Business Segment Leader for Power Distribution Products' Business. Transitioned to this role after successfully leading and establishing the Solar C&I vertical.Stationed at HQ, my role entails collaborating with 15 strategically placed regional teams across the country to execute mid to long term business strategies and conduct marketing & sales activities across the nation, followed by direct/channeled deal negotiations, contract management, and after sales operations. Key feature of the role is to practice consistent cross functional leadership & management amongst the regional, engineering, procurement, and commercial teams to execute target business objectives.The role also includes strategic planning, roadmapping, annual revenue planning, followed by P&L management, contract management & execution, and vendor exploration & onboarding. Process design, improvement, & optimization to suit the business is a continuous exercise that I have kept attached to my role since my early days.- Responsible for formulation of product specific strategic plans, competitor profiling & analysis, representing the business segment in quarterly internal product committee meets & industry forums, monthly sales reviews, strategic pricing, market analysis & research and scouting for new opportunities/ collaborations.- Financial Modelling: Developed financial models to evaluate CAPEX vs OPEX vs Hybrid decisions (using NPV, IRR, PBP) for proposed in-house solar PV installations, scalable to utility scale installations.- Product improvement: Project Leader for Cost Optimization projects initiated in the Power Distribution Products' range.- Process Improvement & Optimization: Contributing as a member of an organizational level Cross Functional Team responsible for conceptualizing, designing and implementing an organization level CRM tool (Enquiry & Cost Management System).

Country Business Segmnet Leader for Solar C&I business and MV Switchgear business. Business Leader for the covid combat product range (a short life cycle product range)Stationed at HQ, my role involved collaborating with 15 strategically placed regional teams across the country to conduct presales, marketing & sales, and bidding activities across the nation, followed by direct/channeled deal negotiations, contract management, and after sales operations. The role also included mid to long term strategic planning, roadmapping, annual revenue planning, followed by P&L management, contract management & execution, project management, vendor exploration & onboarding. - New Business: Landed the maiden order for Double Bus GIS for BHEL in FY23, which opened the gates to a $12.5M business potential for the organization.- Contract Management: Re-negotiated contracts with clients for review and revision of Terms & Conditions, with 70% success rate, during Covid period, to mitigate huge financial implications for the organization as well as the vendors. - EBIDTA Improvement Strategy: Restructured business strategy for Solar C&I projects to minimize project fixed costs and create economy of scale & scope. Subsequently managed its execution, leading regional teams- resulting in over 100% YoY increase in Sales in FY21.- GTM Strategy & Execution: Devised & Implemented the Marketing Strategy for Covid Combat Product Range within a short span of 15 days, successfully building on it to create an order inflow of $0.5M within the first six months of operations.- Process Improvement & Automation: Initiated & Led development of a Projects Document Repository to save an estimated 300 Manhours per annum.- Process Improvement: Coordinated Migration of a key internal work order issue system to an integrated company level system from a standalone legacy system, onboarding, and training approximately 50 users

Founding Member of the Solar C&I vertical.Assumed the charge to establish a new vertical - the Solar C&I business for the organization in subsequence to the announcement made by Hon'ble PM of India at Paris Climate Convention 2015, to have an installed solar capacity of 100 GW by the end of 2022 in India- with 40 GW generated by rooftops. Devised & implemented the Strategic Business Plan, Business Model, GTM Strategy, Follow up Marketing Strategy and Operations Procedures. The role further carried Business Development, Project Management and After Sales Operations integrally on the outbound side while on the planning end, it included Business Strategy (including Bid & Pricing Strategy), Revenue Planning, P&L Management, Contract Management & Execution, Vendor Exploration & Onboarding. - Strategic Initiative: Devised a business growth strategy (5-year plan) for in-house manufactured Solar PV Modules through establishing Channel Sales Network across the country, aimed to create a sales stream of $ 10M p.a - Marketing & Sales Strategy: Created an order influx of $10M within the first year. - Strategic Initiative: Secured country's first ever Solar Power Solution order from a smart city. - Sustainability Initiative: Initiated proposal to top management for installation of Solar Power Generation Systems across all owned facilities in order to cut the carbon footprint by 15000 tonnes/annum.- Process Improvement & Automation: Led Development of a Dashboard to report daily cash collected, orders booked and other daily important happenings. Led the revamp of Enquiry Register and Contract Management System.

Country Business Segment Leader for MV GIS & Busducts Business of BHEL.Led MV Gas Insulated Switchgear Business and Busducts/ Busbars business for the organization. The role entailed Business Development & Stakeholder Engagement, Product Development, Business Strategy (Bid Strategy & Pricing Strategy), Revenue Planning, P&L Management, Contract Management & Execution. Took up process & systems design and optimization initiatives to aid the businesses and improve operational efficiency.Strategic Alliance/ Collaboration:- Devised short term business strategy to secure the Maiden deal for the organization in the Medium Voltage Gas Insulated Switchgear segmnet through strategic consortium with M/s SCPL thus paving the way for a continuous potential revenue stream of USD 15M per annum, wherein BHEL was the MV GIS manufacturer and supplier.- Secured the second contract for MV GIS manufacture and supply, with strategic consortium with M/s GPIL.Business Restructuring: HT Busducts- Spearheaded the Re- Entry of BHEL in the HT Busducts segment after a gap of 3 years, in the open market.- Initiated design overhaul of a Busduct variant with an SME resulting in a significant cost reduction- Secured 100% market share in FY15.- Secured highest ever Orders booked figure in an FY for BHEL in FY14 with more than 50% negotiated orders.Management Reporting:- Awarded with Letter of Appreciation, from the Director on Board for Industrial Systems & Products, Bharat Heavy Electricals Ltd, for Preparing, Publishing & Promotion of Annual Performance Report of Industry Segment of the organization in FY14. The report was prepared by a Cross Functional Team and received excellent feedback from across the organization and outside.Customer Relationship Management: - Led the Customer Satisfaction Survey 2014-15 for division’s portfolio of products and conducted feedback sessions for the internal stakeholders as well as vendors.

- Assisted Lead Engineer in Erection & Commissioning of Reheating Furnace Hydraulic System.- Led the TPM initiative for one quarter for the project.

- Process Study of Power Station Operation.- Formulation of downtime recording sheets for critical equipment like BF Pumps main, CW pumps etc

- Study of toughening & heat strengthening of annealed glass.- Assessment of workman efficiency at process stations on various parameters (scrap generation per job, failure rate etc)- Determination of critical points in the process of toughening and documentation of preventive measures.