>> Door to Dumps is a one-stop recycling platform for households, complexes, and businesses (www.doortodumps.com)• Bootstrapped to an ARR of 50L+ within first 5 months of operations• Ideation, research, and planning of the business models• Forging partnerships, acquiring customers and building team• Financial management and fundraise

Refier was a platform helping companies to get evaluated and trained candidates for quality hiring.We achieved an ARR of 1.2 cr+ at the peak of our business.• Created and implemented Go-to-market and expansion strategy for overall growth• Directed talent acquisition operations and continuously improved the strategy around it• Collaborated with the technology team for the creation and modification of features and tools• Raised investment along with my co-founders

At Express stores, most of my work was focused around processes, execution, stakeholder management, growth and automationProduct (Technology)• Spearheaded the backend tech development for all functions of the company• Collaborated for multiple tech features development for end users within the company• Deployed "No code" software solutions to automate various activities across teams• Supervised digital footprint and database of all stores across the companyNSO (New store opening)• Reduced store launch ETD from 60 days to 3 days by streamlining EPC processes• Commanded core operational processes for coordination between various internal stakeholders• Ensured quality in execution with minimum TAT for any new store launch along with financial visibility• Headed transformation team covering various activities like store transformation, vendor management, financial tracking, store-wise burn and assets tracking

• Managed complete P&L of around 40 cities in the logistics arm of online ordering, catering to 8 lakh last-mile deliveries every month • Data driven strategy formulation on metrices around Serviceability, Cost and Quality of 4000 delivery partners in my region• Reduced Cost per order by 43% within 6 months and reduced shutdown by 25%• Spearheaded new initiatives to improve overall efficiency on all fronts• Supervised KRAs and KPIs of cluster heads and city heads ensuring both quantity and quality in the field operations

• Supervised Pan India field operations with a team of 500 field auditors covering 200+ cities.• Oversaw KRAs and KPIs of the field management and QA teams.• Reduced operational and backend costs by 50% by leading initiatives in Financial planning, resource on-boarding, and training automation.• Collaborated with the technology team to design and develop tools to increase automation and reduce manpower effort costs by 30%. • Developed client relationships by designing market research studies to meet their research objectives

• Lead various projects to increase operational efficiency and reduce backend costs of the company.• Identified operational execution gaps and coordinated with technology team to design and develop tools to reduce them• Data cleaning tool, Route mapping and planning, City/Locality classification tool etc. were some tools which helped long way in reducing operational efforts

• P&L of Operations team and property furnishing projects. • Processes for cross functional interactions• Financial assessment, payments and recon• Vendor management, procurement and inventory management