Product Lead for in stock forecasting and E2E Supply chain integrationDemand Planning & Forecasting for grocery business worldwide1. Collaborated with NA,EU & APAC supply chain & last-mile program leaders to identify & define customer needs, reinitiate forecasting tool adoption & improve supply chain automation2. Analyzed customer shopping patterns, delivery slot selection preferences and abandonment rates across various points in customer journey to define user stories for tech.3. Quantified drop-off behavior patterns and slot preference changes as lost-demand or lost-orders and estimate unconstrained demand.4. Collaborated with Shopping Experience & Applied Science teams to build site-level trends in lost-demand and link with Tier2 services for geospatial info from customer details5. Authored CoE/RCA document, reviewed with Product, Tech & Science Senior Leadership to prioritize Unconstrained (Corrected) Demand in Q4'24 by trading off forecast accuracy improvement initiatives.Forecasting accuracy improvement for NA & EU grocery fresh businesses1. Improved NA Fresh business outbound forecast accuracy by 130bps at <6% weekly MAPE2. Collaborated with supply chain leaders, vendor managers and marketing managers to identify key levers that influence manual forecasting overrides 3. Defined the scope of accuracy improvement by planning a migration from Bayesian Time Series model to Light GBM model and identifying leading & lagging indicators4. Identified & estimated the impact of promotions (+60bps) & subscriptions (+20bps) to forecasting accuracy5. Collaborated with Applied Science team, to rank leading/lagging indicators & weights (seasonality, in-stock, date-time, SNAP, shipping thresholds, etc)Driving WW expansion of forecasting model & tool availability1. Launched bayesian forecasting model in US Fresh stores reducing forecast MAPE by 120 bps2. Onboarded SG & JP to demand planning tool to improve eliminate manual forecasting

Product Lead for Customer Retention & Voluntary Churn reduction initiatives to improve Renewal rates & Annual Attach rates.1. Built Voice of Customer dashboards using text-mining, to analyse viewer & customer needs, and overlayed with business needs to surface high-demand feature requests.2. Analyzed Prime member churn trends from churn reason codes, cancellation survey results, customer care feedback and dive-and-save mechanisms.3. Benchmarked customer experience from signup to first playback across top 5 competitors across 4 key markets to determine feature competitiveness & gap vs lead competitor4. Identified 5 key churning customer cohorts - passengers, price elastic, trial abuse, low usage & one-time subscribers5. Developed a 3-year customer retention roadmap consisting of renewal, plan change, improved cancellation features.Key Product Features on roadmap 1. 1-click auto-renewal feature for Prime and Prime Video subscriptions on Prime Video app across clients2. 1-click plan change feature for Prime members on Prime Video apps across clients3. Enhanced cancellation experience by surfacing Prime Value CX to inform customer of savings across clients4. Price Change automation for planned price changes for Prime & Prime Video worldwideKey stakeholder relations1. Science & Economist teams for conjoint analysis & customer research2. UX to align design philosophy3. Engineering from initiation to deployment (including trade off decisions)4. Customer Service for voice of customer5. Legal to align CX, messaging & any customer facing notifications

Product & Marketing lead for FireTV Hotspot (1P internet service)Led mission to bring fast, affordable broadband served via Fire TV Stick coupled with Prime Membership to unserved and underserved communities in India (with scope to expand globally) and help close the digital divide among a wide range of customers, including consumers, businesses, government agencies, and other organizations operating in places without reliable connectivity.Industry landscaping & competitor analysis1. Developed an ISP sectoral view of key players, product & service offerings to define key customer segment needs unserved by current operators.2. Benchmarked 9 competitors (national & regional) across 3 tiers of service offerings (sub 50 Mbps, sub 200Mbps, 200+ Mbps) to map key price points & OTT solutions offered for customers3. Cross-references financial reports of key players to identify belly of the market at sub-5$ offers as a must-win space in unserved segment.Customer needs assessment1. Performed conjoint study through in-person interactions across 300 customers to identify customer preferences when presented with a zero-sum trade off2. Variables for conjoint study included price, OTT content package, playback quality, device on offer, inclusion of value added services (like video door phone, echo devices)3. Finalized service offering tiers (Basic, Lite, Super) by building mathematical models from conjoint studies to optimize for maximum member balanceB2B & B2C GTM 1. Aligned B2B contracts with multiple ISPs, for integrating ISPs with FTVHS billing and service APIs. 2. Setup a BD team to acquire and manage ISP relationships & solve ISP issues 3. Helped develop a digital marketing calendar with initiatives to drive traffic B2C from Amazon app, ISP apps & social media to help grow top of the funnel.Developed a 4-prong Revenue Strategy1. Welcome Plan tariff2. Recurring Subscription Revenue3. CDN Revenue to support end point caching4. Ad revenues from FTV HS app

Business Growth & Pricing Strategy1. Led revenue growth in Sportswear (30mn$ to 50mn$), Home Entertainment (15mn$ to 50mn$), Home & Outdoors (750mn$ to 900mn$)2. Developed short-term & long-term strategies using category specific initiatives to align with Amazon's broader objectives through industry & competitor benchmarking (selection, availability, speed, pricing & return policies)3. Took trade-off decisions to prioritize long-term growth investments in VFM brands in Sportswear, Tier1 exclusives in Home Entertainment (Sony, Samsung, LG) and Blue Ocean categories in Home & Outdoor (Eg: Smart Home, Customized gifts, Arts & Craft, Solar lights, etc)4. Improved Gross margins in Sportswear (+700bps) & Home Entertainment (+300bps), and drove Home & Outdoor to Op Margin +ve, through better margins, optimized discounts & higher seller fees)Relationship Management1. Built strong relationships with Tier 1 Brands in Sportswear (Puma, Adidas, Reebok, Skechers), Home Entertainment (Sony, Samsung, LG) and Home & Outdoors (Philips, Wipro, Syska, Havells, Godrej, D2C Brands) 2. Monitored brand & seller performances through Monthly & Quarterly business reviews to surface underlying issues & develop action plans with team.3. Led contract negotiations & joint business plans to drive growth ambitions & gross margin improvements.Process Excellence1. Led weekly & monthly business review meetings with team to audit critical input & output metric trends and drive improvement plans to achieve goals2. Reviewed Business P0 scorecards for input metrics (selection, pricing, competitiveness, in-stock, replication) and output metrics (revenue, marketing spends, seller revenues, profitability) to trigger deep-dives into lagging metrics & track action plansPeople Development1. Managed a team of Category Managers, Marketing manager and Business Analyst (7 direct reports)2. Built Individual Development Plans, promoted 2 reportees & supported career pivots for 2 direct reports.

1. Drove Home Improvement, Lighting & Sporting Goods categories by building a deep understanding of customer needs, industry landscape, market trends & competitor benchmarking.2. Engaged ~60 leading Multinational Brands & onboarded ~40 new brands/vendors onto Amazon Platform (India & Global) to drive $60mn topline leading to 100+% YoY growth in 2016 & 2017.3. Drove focused portfolio benchmarking & selection improvement initiatives to build a strong price-based ladder at Brand x Category x Sub-category level.4. Improved Gross Margins by 1100bps in 2016 & 700 bps in 2017.5. Designed & instituted negotiation playbook across 35 categories to improve profitability across buy-better, price-better, store-better initiativesPricing SME1. Single threaded leader for pricing decisions & financial modelling across 10 categories in hardlines2. Configured base pricing, competitor monitoring systems, multi-level auto-approval thresholds & escalation dashboards for 35 categories3. Directly managed pricing decisions for 5 categories along with competitor benchmarking4. Developed pricing tenets & engaged with business leadership to build pricing playbook5. Led pricing training sessions for new joinees and business leaders

1. Owned end-to-end category responsibilities for Vivel & Superia brands2. Analysed Primary & Secondary sales, forecasting & stock management3. Monitored, controlled expired goods to <1.5% by liquidation management4. Implemented 1.5% Fixed Margins to Distributors to ensure vehicle utilisation

Devised last-mile (from distributor to retailer) distribution optimization model, through improved route planning, higher vehicle utilization & optimizing for own-vs-hired share of vehicles at distributor point for Metro, Tier 1, Tier 2 and upcountry markets