CAMS consulting has been founded by a group of business leaders who has been in leadership position in Indian and multinational engineering companies. The Core team is made up of three professionals having more than 120 years of combined experience and have worked in India and abroad. The core competencies of the team include strategic growth, turnaround management, operational excellence, market development, customer management etc.‘CAMS’ stand for ‘Customised and Assisted Management Solutions’ and provide customers, not only with advice, but also handhold them over the path to the ‘Next Gen’. What CAMS offer is a full cycle assisted management service, all the way till the end goal is met. This is what differentiates CAMS from the traditional management consultants.CAMS also help foreign companies who want to enter the Indian market by hand holding their entry by guiding them through the regulatory process. The company also supports them to find office/ factory space, recruit key employees and establish themselves in the market.

Management ConsultancyFocus areas include;Advisory Services for evaluation of wind energy projects in India and abroad ,

When I joined the company in 2012, my role as a part of the Leadership team of the Company, was to re-position the company in the market place and help enlarge the customer base and improve net price realisation. Another area I have focused on was to improve the cash flows through better management of receivables through close follow up with customers and also by ensuring better contractual terms in the future.Major AchievementsImprovement in price realisation I started to refocus our attention on the new entrants into the IPP segment and was successful in increasing the price for turnkey projects substantially. We also increased the prices for the repeat orders from the existing IPPs also. In the year 2012- 2013, we increased the price by about 4.5% and in the next year by another 2.5%.Cost reductionWe developed alternate vendors for major materials and service providers and negotiated better prices, terms and credit period and developed few suppliers in China. These initiatives reduced the cost by about 6.75% over a period of two years..Reduction in accounts receivablesBy the end of March 2014, the receivables were brought down from 650 Cr in 2012 to 375 Cr and the subsequent year it was further brought down to 175 Cr. By ensuring better payment terms in the new contracts,in the year 2015-16, the receivables were brought down to about 100 Cr.Organisational restructuring Many changes were made to the organisation structure and reporting relationship thus bringing more role clarity and accountability.Rationalisation of Manufacturing Capacity2017-18 saw a drastic decline in orders due to the transition from an FIT regime to tariff determination through competitive bidding. The plant at Udaipur was closed down and the total employee strength was brought down from 2200 to 1200.

Responsible for P&L of India Business. Had the additional responsibility for business development in Asia Pacific Middle East and Africa. Kick Started business in South Korea and established an office there.I was a part of the Group Management at LM Wind Power.Restructured the company and the made the operations profitable - from a loss making entity with a revenue of 465 Cr in 2008 with 1300 employees to a profit making entity with a revenue of 480 Cr and 500 employees in 2011. During my tenure as MD, acquired two new customers, one of them ReGen Powertech became the largest customer for India and was in the top 10 customers world wide. I was also instrumental in making the organisation more customer focused and kick started 'outside in Thinking" as opposed to 'Inside Out Thinking'. Customers were made central to our operations. During the 'Employee Day" invited customers to talk to employees so that they get direct feedback from customers and also have opportunity to directly interact with customers.Cost was another big focus area. Dedicated teams were established to do reduce cost of components through localisation and also to reduce manufacturing cycle time through 'value stream mapping'.

Started with NEG Micon India ( which later on became Vestas India after the merger of the two companies in Denmark) as Geeneral manager Manufacturing. Built a team of skilled Technicians and Mangers. Established the new world class manufactruring facility and Corporate office- a land mark building on the Old Mahabalipuram Road(OMR) in Chennai. Introduced succesfully the concept of 'Self manged Teams' and 5S. Improved Quality and Productivity with focus on 'Built In Quality'. Indegenised many components resulting in subsatantial cost reduction. Built a local supplier base for major components and also started global sourcing directly from india. Also started Supply of componets to Europe from Indian vendors. Introduced new concepts like 'Supply Apply' for tower painting with Akzo Nobel resulting in Improved quality and reliabilty. Scaled up the supplier base to meet growing demandin the market and for acheiving the budgeted growth volumes and at the same time reducing cost. After two and a half years as Head of manufacturing , was appointed as Head of the Market Division with responsibility for Sales & Marketing, Customer Service, Technical, Project Development and Project Implementation. Re-positioned the NEG Micon Wind Turbine as a Premium Product in the market. Established a loyal customer base with many repeat orders with good margins. Formulated a long term term strategic plan for India.In Micon/ Vestas , in my role as a Head of Manufacturing and as The Head of Market Division, I played a lead role in the profitable growth of the company from a revenue of less than 1 Billion INR in 2000 to 12 Billion INR in 2007. I was identified as among the Top 20 in Vestas Global and was nominated for Global Managment Development Program at IMD Luzerne.

I started my Career in Alfa Laval India, Subsidiary of the Swedish multinational, as Quality Control Engineer, in the year 1983 and held this position till 1986 . The Indian Subsidiary was starting to execute turnkey Projects like Vegetable Oil Refineries, Refrigeration Plants, Distilleries etc, I was responsible for establishing a credible Quality Assurance System for the Projects Business Areas. Later on was I was appointed as the production Manger for ' Process Equipment', responsible for manufacture of custom built equipment in Titanium, Nickel and such exotic materials, for the process industry. I held this position for four years till the year 1990. I was then appointed as the Sales Manager For the Process Equipment business and held this position till 1992. In the year 1993, when the company planning to go in for ISO 9000 certification, I was appointed as the Quality Manager and in this position played a key role in establishing Quality Management System across all the Business units in the company and achieved the Certification successfully within a period of one year. In the year 1996 I was appointed as the Business manager for the Thermal Business Unit, one of the core business of Alfa Laval world wide. In this area, I had the P&L responsibility and I had the opportunity turn around the business from a loss making one to a highly profitable business. During my tenure the the Indian factory was recogenised as a Global manufacturing Units and we started exports of Spiral heat Exchangers to Japan and Plate Heat Exchanger plates to Europe and Japan. In the year 1998, I was appointed as the General Manger for Process Equipment Business, water technology Business and also exports. During my tenure , the process equipment business was scaled up from a mere 10 million INR Business to 150 Million Inr business. Many prestigious orders from GE Plastics, Netherlands, RAK Ceramics, UAE were bagged.

I joined Advani Oerlikon, Pune, in Jan 1983 as Production Engineer, in the Welding Equipment Division and was responsible for the production on Welding Generators and continued with the company till September 1983. In the short span of less than one year, under my leadership, the production team achieved record production 165 machines in one month.The plant in Chinchwad in Pune, where I was employed, manufactures welding Generators and Rectifiers. The division employed about 300 people and had revenue of about 500 M INR.

After Graduation in Mechanical Engineering from Regional Engineering College, Calicut in 1979, joined FACT as Management Trainee and continued with the company till 1982. I had the opportunity to work in various divisions of FACT like, the Fertilizer Plant, FACT Engineering Works (FEW) the Engineering Division and also in FEDO, the design and consultancy division.FACT was a Public Sector undertaking under the ministry of Fertilizers and Chemicals and had various divisions, manufacturing fertilizers, Engineering and Consultancy Division (FEDO) and Engineering Division (FEW) manufacturing fabricated Process Equipment. FACT employed about 6000 people in all its divisions together and had a revenue of about 10 Billion INR.