Led the strategy design and implementation process for Unilever North America - a €10Bn business - reporting to the President, Unilever North America

Responsible for driving price-led growth across Unilever North America (US + Canada) across offline and online channels

Work with categories and country operating units in identifying revenue growth (through pricing and volume) opportunities by: - Strategic pricing of brands linked to equity and market performance - Defining a channel and occasion-linked pack price architecture for each of the brands - Driving mix in a margin accretive manner first by defining which pack units have the highest profit headroom, prioritising them and creating action plans to shift promo spend to capture the growth opportunity - Linking brand objectives to promotion mechanics, and combining it with promotion responsiveness analytics to define a promotional strategy by brand, at a pack level - Aligning contractual trade investment structures to category and business strategyThese programs across categories have resulted in 3-7% incremental turnover opportunities identified that are margin accretive. In addition, to opportunity identification, improvement of revenue management capabilities and disciplines by coaching local teams. Audience for recommendations is Country Presidents and Category Leadership.

Director at Strategy & Operations - Unilever's internal consulting division. I lead projects for the Refreshments & Foods Category that contribute to ~40% of Unilever's Turnover. In my capacity as lead I manage a multi-cultural team in delivering projects across the world. Key highlights include:• Defined low-cost business models for the ice-cream businesses across US, UK, China, India, Turkey, Spain, and Philippines, identifying 500-1000 bps of margin improvement spanning the P&L from trade spends to overheads• Drove change in the KPIs for the ice cream business, from gross margin to free cash flow by defining the need for segmented business models to Unilever’s Executive• Supported the category leadership with points of view on key strategic decisions– the relative importance of margin and volume, how to win against private label, how to compete through franchisee-based retail, how to leverage supply chain to generate cash• Formulated the factory investment strategy for the category spanning network design, lean operations and capex cost• Created a route-to-market approach model for the category• Received two prestigious awards in 2014 – Compass Award for Winning through Continuous Improvement and the Supply Chain Blueprint Award for E2E Margin and Cash Enhancement

• Designed and piloted a sales and marketing transformation program for Germany luxury car manufacturer spanning pipeline generation and conversion activities• Led global team in identifying aftermarket revenue enhancement opportunities of ~15% for UK-based luxury car manufacturer

• Delivered EBITDA improvement of 700 bps by designing and implementing a supply chain planning and product costing process for oleochemicals and contract CPG manufacturer• Designed the Supply Chain operating model for aluminium major spanning key capabilities, organization, governance and metrics, by collaborating with global network of experts • Created and piloted rural distribution strategy for India’s largest commercial vehicle OEM• Refined and piloted a North America SUV sales enhancement strategy for a luxury car OEM• Recognised as one of 17 ‘People Developers’ among ~250 people in India, for excellence in team building and mentorship

• Identified and implemented 500 bps of margin opportunity across S&OP, manufacturing and pricing for the readymix concrete unit of India’s largest construction contractor• Identified 500 bps of margin through manufacturing and pricing for polyester fibre manufacturer• Promoted to Manager 12 months ahead of peer group

• Implemented demand-planning tools and processes by running four S&OP cycles for global top-10 generics manufacturer, as part of an APO-based supply chain transformation program• Optimized production planning and scrap procurement processes for India’s largest stainless steel manufacturer, identifying EBITDA improvement of 3% in the process

• Designed India entry strategies for Asian and European a large Chinese consumer durables manufacturer and a UK-based provider of vocational education certifications