Heading Sales for India’s Leading EV Bike manufacturer Revolt Motors. Responsible for scaling up operations and meeting EBITDA requirements.

Managed Delhi NCR, Haryana, Western UP, Responsible for Sales | Service | Retail- Finance | ATL, BTL & Digital Marketing- of Passenger and Cargo Segments. Lead the Primary Objective of launching organization's first set of EV Products in Delhi NCR. Liasioned with STA, RTO, Transport and Environment Ministers to ensure functioning of day to day business. Additionally, Managed company owned scrap center in Delhi.

Managing West Bengal and North East Region-Responsible for Sales| Service| Retail- Finance| ATL, BTL & Digital Marketing- of Passenger and Cargo Segments.

Odisha has been a forte of Piaggio & Mahindra , could turn around a seeding state to leadership in three years. MS zoomed from 19% to 70% in Diesel Segment | 10% to 46% in Cargo Segment and build CNG segment from scratch to 90% in a span of two years- completely knocking out key rivals like TVS and Piaggio in this space- their major dealers either left business or joined BAJAJ. . Succeeded in establishing brand hegemony across segments. Odisha success is touted as the best success that Bajaj Auto had in any market across segments . Could Win "Sueo Yamaguchi Award" for state initiatives of self sustained activation's by channel and increasing maximum MS by drastically cutting down company spends and quarterly budgets. Its the only state to have won such a unique award as this case study was selected as top winner among the best practices across functions-as it competed with SCM and logistics , R&D, International Business, KTM, 2 Wheeler etc. Despite having the baggage of Nil OEM Background, A non engineer among an industry where engineering is a must to start a career as it comes truly handy to understand customer and product issues if one is and last but not the least was linguistic barrier as majority of our customers will speak only Odia and hence comprehending what you barely understands and charting out a strategy basis that limited comprehension- the tool that helped most to keep all these challenges at bay was TOC. TOC - Theory of Constraints- the tool that i use in every decision - have kept me in good stead in transforming Odisha- followed TOC Loop of identifying new key constraints and keep subordinating all possible resources to overcome that constraint and then move to finding new constraints and so on so forth and gradually achieved that cheesy Market Share. Today Bajaj Auto contributes 70% of the Odisha Industry what used to be less than 20% in 2016 when i joined.

TOC-Theory of Constraints:- Any improvisation revolves around working on constraints, TOC help identify right constraints across functions and leverage that to build the Competitive Decisive Edge for the challenge in hand using TOC Strategy and Tactics growth model. Essentially improving the business flow and profitability.In TOC we help organizations to find constraints in various cross- functions and leverage them without any substantial investment eventually helping organizations to improve bottom line. To elaborate further we work in tandem with Marketing, Sales, Supply Chain, Logistics, Production and help organization to reduce the timeline from the moment customer gives us an order to the point when we collect the cash. Essentially building a decisive competitive edge in every function by applying TOC Growth Strategy Model “Build-Capitalize-Sustain”. In addition to this we support Channel Partners to grow their business from deployed working capital, equip them with right mix of marketing tools, release at least 25% to 50% of inventory from their existing stock resulting in increased inventory turnover and profits.In Nutshell, we debottleneck a system, accelerate the flow of business, reduce rework, increase stock availability, reduce cross-shipments, find cost-effective ways to reach out & retain consumers, build clear cut road map in line with TOC strategy and Tactics Model and thereby help companies to earn sustainable profits.

Head -Strategy: Multi-functional role that essentially focused around bringing cohesiveness among various stakeholders and enable organization to meet its short and long term goals.Role encapsulates conceptualization of various Excellence Programs for Direct and Indirect Channel to increase customer base, revenue generation and overall throughput at retail counter. Developed short and long term loyalty, reward & bonus programs for trade and influencers. Designing of clear cut KPI’s & their periodic monitoring.Developed various CRM tools and program to enhance touch points, streamline interface engagement and improved product usage experience of consumers, trade and influencers.Periodic reviews for regional head’s and their mentoring to meet intended KPI’s.Monitoring of various marketing spends by segment managers and measuring their spent budgets essentially worthiness and sustainability of the program.Head- SCM- reporting to Global SCM Head- German H.Q: SCM and logistics role involves management of warehouse functioning, inbound and outbound logistics, financial budgeting, forecasting and planning of inventory. Managing multiple warehouses, coordination with various Hella plants across the globe and a large team. Executive Assistant to M.D: Role encapsulates, advising M.D in day to day decision making, and key communications to employees.Management Team Member: Part of core decision making body that take care of important issues like key position recruitments, acquisitions, diversification into new businesses and segments, cost control measures, various policies related to HR, Finance, Sales, Trade CRM etc.Mentor to Regional Sales Manager West: to increase brand presence and Market Share in the region. Involves lot of travelling to western region market and hand-holding with the team on ground zero to steer the business objectives.

Managed a large Team of Distributors, C&F and sales professionals. Responsible for an annual delivery of approx. Rs100crores. Achieve Volume and Gross Margin targets for the territory. Sales, Distribution, Penetration, Depth, TLSD, weighted distribution Market Development, Expansion, New Acquisition, BTL Activations, Merchandising,Brand Visibility like Hoardings, Wall Painting, Retail transformation…etc.Mid and annual year Appraisals, periodic reviews, developmental plans,Mentoring, Training and Development of sales team, Distributors, third party vendors.

Territory: Delhi, Haryana, Himachal, Punjab & CHDConceptualization of various KPI’s and programs like rewards, bonuses, Loyalty program forDistributors, trade and influencers coupled with their periodic evaluation and mentoring.Designed various programs to increase footfall and sales at various Fuel Courts of Reliance-Essar, Wall-Mart Stores and Reliance Auto Zone. Mid and annual year Appraisals, periodic reviews, developmental plans,Mentoring, Training and Development of sales team, Distributors, third party vendors.Analyzing the Weekly n Monthly reports/data/business trends & formulate the strategy accordingly/Vendor PO/payment request etc.Budgeting of BTL Activities/Management of Events/road shows/New product launches/ reward- program for trade & influencers /vendor development/agency development/training to sales team and distributors about new initiatives/new channel exploration & development, Visual Merchandising (Hoardings, wall-painting, glow sign boards)/selection of key sights for branding, merchandising.

Setting up of a New Distribution Channel for motorcycle oils via ROUTE TO MARKET to increase penetration & market share across Rajasthan State. Pilot for three months and than scaled up entire Rajasthan.Prospection and selection of channel, Developing pricing structure, margin, billing, service, beat plan, reporting structure, BTL Promotions, merchandisingManagement of Motorcycle Franchisee A/c like Bajaj, Hero Honda, TVS etc.Management of Non franchisee business like Castrol Bike Points, Pit-stops, NFW’s etc.

Experience in handling B2B A/cs like Reliance, B2C A/cs- Franchisee business of Maruti, Mahindra,Eicher Motors along with Channel Sales.Driving various marketing programmes to own consumption points of motorcycle and car service category. Managed a team of 10 sales officers, 22 distributors, 90sales representatives and handled 5000 retail customer +consupmtion points put toghether.Lucknow territory encompass territories of Allahbad,Varanasi and Gaurakhpur.Also managed approx 65 Retail Fuel Station ( COCO/CODO/DODO) of Reliance in above mentioned territory.

Developed Varanasi from a virgin territory to a promising one in a span of one year only.Awarded with Most promising executive Award for above delivery.