• Operational Due Diligence, Consumer Goods: Conducted operational due diligence on target company in consumer goods space. Worked closely with the Private Equity buyer in executing the deal.• Operations Transformation; Indian Conglomerate: Led a team of 4 consultants and executed rapid operations transformation exercise for an acquired company in textile industry. Achieved annualized topline growth of INR 38 Cr and EBITDA growth of INR 6.8 Cr leveraging operational synergies and optimizing S&OP process.• Investment Readiness Assessment, Real Estate Developer: Conducted comprehensive exercise assessing company's investment readiness and identified interventions to increase the Enterprise Value by 5%. Conducted diagnostic analysis and formulated cost reduction strategy achieving INR 10 Cr spend reduction.

• Procurement Transformation; BFSI Industry: Orchestrated the establishment of procurement organization for one of the largest banks in the Middle East, leading a team of 4 consultants. Developed Supplier Relationship Management (SRM), Contract Lifecycle Management (CLM), and policies for indirect material procurement. My role encompassed project management, team leadership, and ensuring effective stakeholder communication.• SCM Performance Management System; Consumer Electronics Industry: Led a team of 5 members in the creation and implementation of a supply chain Performance Management System for a Consumer Electronics client leading to improvement in CSAT by 20%. My responsibilities included conducting diagnostic analysis, formulating and validating hypotheses for automating and digitalizing diagnostics in areas of procurement, demand planning, logistics, and inventory management.• Operations Transformation; Consumer Products Industry: Worked on the supply chain transformation for a multinational CPG client as a pard for strategic mandate. Assessed and mapped current state of processes, identified improvement opportunities and prepared the business cases along with prioritization matrix for improvement initiatives.• Performance Improvement; Consumer Products Industry: Devised a strategic cost reduction plan addressing INR 600 Cr spend for a multinational CPG client. Successfully identified savings opportunities totaling INR 25 Cr in areas of logistics, direct and indirect material procurement.

• Successfully formulated & implemented cost optimization initiatives amounting to INR 48 Cr managing cross functional stakeholders in India & Japan• Managed program of digital transformation of vendor partners of Maruti in the wake of disruptions caused by Covid-19, ensuring involvement 100 CXOs of leading Indian Auto-Ancillary Industry• Part of the CFT working on drafting of Business Continuity Plan for Maruti Suzuki India Limited; worked on formulating value chain risk assessment and mitigation framework. Developed an exhaustive 10 pillar framework for comprehensive supplier evaluation and risk mitigation• Achieved consistent YOY cost savings of 3% in direct material spends, improving bottom-line performance of the company

• Handled procurement of direct materials used for production various domestic and exports models• Part of CFT working on introduction of SAP Ariba at MSIL• Achieved consistent annual cost savings of 3% for improving bottom-line.• Vendor capacity review, stock monitoring and timely delivery of more than 200 parts for various mass production models.• Aided in carrying new model development trials by coordinating with internal and external stakeholders• Releasing RFQs to vendors and completing the sourcing and negotiation and releasing LOI to vendors.

President of the 8-member student council representing over 4500 students of the college. Worked in the capacity of the head of the placement team for finals/summers placement season of 2016-17 batch. Successfully presided a team of 20 placement committee members completing placement and internship drive for 1500 students. Responsible for inviting companies for campus placements and organizing placement drives in college