Strategy and Planning - Successfully delivered exponential growth in sales through portfolio management, new product development and demand planning.Project Management - Project lead K series (introduced in India Market)- IoT: introduction of new product categories (Audio and Wearables) for OPPO in India market.Product Management- Help define product roadmap for OPPO’s ecommerce business in India through market reasearch, product innovation and competition benchmarking.- Pricing strategy and laddering: Decide product pricing and plan pricing interventions to maximize profit share (maintaining product competitiveness)- Life Cycle management: Decide lifecycle of a product to optimize for sale and profit.Marketing- Go to market strategy – Devise go to market strategy for new products (ascertain key selling point, TA, develop product proposition)- Optimize marketing ad spends across channels to get best ROIOperations- Supply/demand planning and forecasting to optimize sales.- Inventory management (Warehouse capacity planning)

P&L Accountability for the largest product category constituting more than half of the company's GMV of India's largest online marketplace - Snapdeal.com.My work involves close understanding of the Indian Mobile Phones Market (industry size, growth drivers, consumer perception, emerging trends) and close cross-functional collaboration with multiple internal and external stakeholders such as Strategic Alliances, Account Management, Marketing, Merchandizing, Pricing, Analytics, Supply Chain, Brands, Distributors and Sellers.Key responsibilities include: 1. Go-to-market strategy: Strategize a product launch in collaboration with digital marketing team (including search, PLA, SEM, affiliates) to optimize a product’s uptake in the online space. Conceptualize promotion of new launches with interventions (price, bundling, no cost EMI, etc.)2. Product Lifecycle Management: Closely monitor and manage the lifecycles of key products.3. Strategic Partnerships: Partnering with key handset brands such as Samsung, Motorola, Lenovo, Asus, etc for exclusive product launches. Developing demand forecasts as well as Integrated Marketing Plans to ensure sell-out.4. New Product Development: Close collaboration with Product Managers of above brands and influencing their new product development efforts in line with market demand.5. Product Portfolio Management: Making data-backed portfolio, marketing and pricing decisions to optimize for Volume Share, Value Share as well as Profit Share across brand buckets and price buckets.6. Promotional Campaign Planning: Campaign and Promotional Sales Planning including Diwali Sale, Exchange Fest, winter sale, etc.

Business Development and Strategic Initiatives• Developed $20 million a year business division for women’s wear shirt.- Created collection via fashion forecasting, retail channel development and market segment analysis• Managed men’s bottomwear category and women’s wear shirt, woven tops and bottomwear categories for Abercrombie & Fitch- An overall turnover of $325 million spanning across 25 million units with 6 vendors (having 37 factories)• Revived the menswear vintage bottomwear category with a turnover of $60mn (from $2 million) in a year and exceeded target - Achieved 200% growth by improved process design and production and strategic merchandizing Planning and Forecasting• Reduced inventory to 4% (from 8%) by production and inventory planning based on the product life cycle with the client A&F• Optimize sale of client Abercrombie and Fitch by predicting product mix based on trends and fashion forecast- Devise pricing strategy for upcoming collections with the client based on selling trends and manage promotions and discounts.Process and Vendor Management• Improved productivity and on-time delivery from 83% to 97% for 7 garment factories - Implemented new production planning model based on order quantity, fashion trends and delivery dates• Successfully transformed an unsuccessful assembly line of womenswear dresses worth $17.15 million with incorrect functional trim- Coordinated with Quality and Operations team to alter design through style innovation to meet quality standards and deadline• Improved sample leadtime from 9 days to 3 days to meet the client’s demand for more style options within limited time- Anticipated the upcoming collections, reduced setup times by pre-sourcing materials thus lowering sample turnaround time.• Reduced style turnaround time by 40% for processing ‘fast track’ orders and added a business division worth $74 million

doing a graduation project at Asmara Apparels Pvt Ltdon the application of lean sourcing and eliminating wastes

did an internship with Pt. Asmara Karya Abadi, Indonesiaapplication of industrial engineering and merchandising