Responsible for leading the Demand Planning and S&OP Functions at Litehouse

Responsible for Planning - business equivalent to USD 8Bn. Annual Retail Revenue, across key markets of Japan, Korea, SE Asia & India, Australia, New Zealand, Mexico, and South America. Co-ownership of Annual Nike Revenue of USD 4Bn., planned margin, and healthy E2E Inventory.Managing a diverse team of 22 Merchandise Financial Planners across Asia-Pacific & Latin-America markets. Work closely with Sr. Leadership in Planning Function, Wholesale Team, and in forums like IBP to drive consensus on outlook, influence investments, and build commitment towards operationalizing strategic priorities on an ongoing basis.Primary responsibilities include, reviewing in-season performance with a focus on Strategic Partners (like ABC Mart, Footlocker, JD, Rebel, Innova Group), providing direction, debating big-ticket opportunities/risks, aligning drivers for change, managing stakeholder expectations, coaching, and mentoring team, all through a structured monthly process of multi-season OTB management (or Stock and Sales planning) in support of Business Goals (Revenue/Margin/Inventory) and related Investments.Pioneering efforts towards (1) Mid-Range E2E Planning capability at Consumer Fields of Play, aligned to Nike’s Next% Strategy; plans developed, aligned to Seasonal Strategy, in collaboration with Merchants, Marketing, and Assortment Planners in support of Revenue expectations and providing the right demand signal to supply teams(2) Total Marketplace Planning leveraging in-house capability called Marketplace Coverage Correction Factor (3) Benchmarking of Plans with Macroeconomic models developed by Global Analytics Teams to estimate market share gains.(4) Establishing Channel Inventory Targets and minimizing Nike inventory allocated to Wholesale partners by collaborating with Operations to streamline order flow, timely shipping aligned to customer requested date, maximizing Direct Ship opportunities, and proactively cancellation, especially for carryover products.

Leader of the Merchandise Financial Planning Organization for Asia-Pacific & Latin-America Geography, as part of Nike's Consumer Direct Offense Strategy. Co-created and managed Merchandise Financial Planning Governance model including Org. design, Sr. leadership engagement, cross-functional partnership, for business equivalent to USD 11Bn. Annual Retail Revenue, leading a team of 5 Merchandise Financial Planners (1 direct, 4 in-direct) based out of Nike HQ.Managing short-range plans, oversight/review in leadership forums like Integrated Business Planning (or S&OP), to ensure alignment to Business KPIs (Revenue, Margin, Inventory), visibility to Opportunities/Risks and trade-off’s to achieve in-year Targets. Strong collaboration with Geo stakeholders like Merchants, Marketing, and Assortment Planners, while creating mid-range Consumer Demand outlook (leveraging the Nike CODE / GTM process) eventually translating to Seasonal Targets. Additionally, facilitated creation of base-case outlook for long-range plans (LR - MFP) to support Global MFP.Pioneered efforts towards (1) adoption of enterprise-wide “Target-Setting to In-Season Management” process, (2) implementing approaches to translate “Consumer-Led” strategies to “Marketplace-led” activation across Nike.com, Nike Stores and Nike Partners,(3) elevating Top’s Down and Bottom’s Up plan reconciliation, and (4) conceptualization, implementation and rollout of Global Long Range Planning capability (in o9).

Driving a cohesive IBP ecosystem which includes designing, facilitating and evolving IBP engagement model with APLA Leadership Team (at various levels) to drive x-functional alignment and timely decision-making Managing the Consensus Operating Plan – 6 season planning across Gross Futures to Net Ship, Review of plans (vis-à-vis marketplace plans and financial plans), communication and alignment on key Risks / Opportunities across APLA's portfolio of Territories in collaboration with finance and inventory teamsLeading new initiatives to support business/functional elevation: Big 5 (Measures of success), Multi-Season Franchise review, in-season Management IBP, driving synergies with IBA (Category IBP) to support evolution to EBP.Award:APLA JDI award for roll-out of 6-Season Rolling Forecast (IBP/DSM+FIN)

Led the Planning Group, a team that Integrated a network of independent functional processes (Marketplace Demand, Operating Plan, Shipment Plan, Financial Forecast & Inventory Outlook) so as to align & execute ONE end-to-end business plan.As Strat Planner to Nike India MD, facilitated weekly business reviews and implemented key business priorities as part of Annual Operating Plan and Risk/Opportunity framework.Led/Part of key business initiatives:-(1) As member of Commercial Leadership Team, designed the key city offense (Mumbai)(2) As member of core team, successfully completed Project Vistara (Organizational readiness to major Tax reforms)(3) As member of core team, successfully launched Nike.com in IndiaAward:South-East Asia & India Nike Maxim for being part of the core team to integrate the businesses of South-East Asia Territory and India Territory

Led Org. design and successfully transitioned team from “Product Engine based Inventory Planning” to “Category Demand Planning” primarily focusing on forecasting, in partnership with Sales.Improved product availability working with x-Territory/Geo teams on key workstreams – product/order flow, local sourcing (post Planning Transformation Go-live), Apparel line harmonization in partnership with other Asian territories.Managed E2E inventory levels leveraging x-functional insights and pursuing untested possibilities (multi-country stock transfers, Local 4 Local Factory Exports).Led team of 4 FTEs (3 Category Demand Planners, 1 Inventory Operations)Awards:Higher Forecast Accuracy Award both for Demand Planning & Inventory Management, amongst Emerging MarketsNike India Maxim for Project AIM (Align Inventory to Marketplace)

As Supply Chain leader, responsible for meeting monthly/quarterly Revenue plans, maximizing product availability, building Supply Chain infrastructure and manage KPIs including costs through planned interventionsDeveloped Supply Chain Strategy (in partnership with Deloitte) and implemented complex Nike India DC Transition (Strategic location, Better WMS, New infrastructure, and streamlined processes) with NIL unplanned downside and No Business disruption)Led team of 6 FTEs, 3 ETWs and 3PL (DHL)Awards:Nike India Maxim for Supply Chain Efficiencies (Available to Customer improvement by 15pp, Lowest Supply Chain Cost Territory in Emerging Markets) Emerging Markets VP (Supply Chain) Letter of Appreciation for Project NeeV (Nike India DC Transition)

Manager - Supply Chain [April 2010 to January 2012]Deputy Manager - Supply Chain [April 2008 to March 2010]Led the Supply chain function for a wide range of Specialty Crop Nutrition products to serve Tata Franchises and Distributors; ensured optimum performance by robust budgeting/planning, long-term contracts with Small & Medium Enterprises & international suppliers like Yara, Rio-Tinto, handling port/logistic operations, last-mile delivery leveraging Hub x Spoke distribution model & management of statutory compliance.Key member of the leadership team that led the transition from “Fertilizers business” to “Crop Nutrition Business” enabled through the portfolio of Specialty Crop Nutrition products (Revenue $25M, 3-Yr CAGR of 50%+), Process / System rollout to support this New Business (Rolling Forecast, Vendor Performance Index, Hub/Spoke model for Distribution Centre, SAP-PP/MM/SD/FI)Led Team of 3 FTEs, 1 ETW, and 15+ vendor partners.

Deputy Manager (October 2007 to March 2008)Assistant Manager (June 2005 to September 2007)Led the Strategic Planning Process for the Business (Vision/Mission, Long Term Strategic Plans and Annual Operating Plan) leveraging tools like Balanced Score Card & Strategy Deployment MatrixJV/acquisition/long-term contract opportunity assessment primarily focusing on securitization of low-cost Raw Material / Finished Goods (2 Joint Ventures and 1 Organic growth opportunity approved by Board)As Strat. Planner to COO, conducted Monthly Business Reviews and drafted policy documents as part of Advocacy to Government.