Grew Magpie’s domestic business by average 6% m-o-m by pushing sales through 70% retail channel and 30% Key Accounts  Accountable for the seamless functioning and continuous improvement of sub-functions like customer experience, traction/growth, sales & operations automation, digital marketing and Automation, digital transformation, cost optimization, reputation management, hr & finance  Directly responsible for managing a Y-oY sales in Mumbai and other regions.  Spearheading efforts of maintaining strong collaborative ties with existing partners, including renowned liquor companies such as BACARDI & BROWN FORMAN (Jack Daniel) and evaluating new brands to expand the portfolio of business  Coach, develop and mentor team of strong of 35 employees to achieve business goals and build bench strength

Led the company from strategy papers to fully functional profitable business unit by spearheading all functions like Product development & management, establishing GTM strategy, building channels, fund raising, and digital marketing, sales, scale up and business automation  Digital Marketing: SEO, SMM, ATL, BTL, Content creations, performance marketing, CPC, google adds social media adds  Business Automation- WhatsApp automation, Zoho crm, Automation of performance metrics to deliver of campaign objectives & ROI.  The company is the Ministry of Information Technology & Electronics (MIETY), Government of India backed organisation.  The company was incubated at GUSEC and India Accelerator after being selected as top 20 women led Indian Tech Start-ups of the year 2022  Partner with government agencies -National Skill Development Corporation (NSDC), Directorate General of Training (DGT), National Council for Vocational Training (NCVT), Ministry of Skill Development and Entrepreneurship (MSDE), Domestic Worker Sector Skill Council (DWSSC)

Successfully rolled out the new automotive sales vertical for fleet customers and ensure to defend current and increase new sales & service business for Cummins and Tata motors limited thus achieving the y-o-y sales targets through a team of 60+ employees  Drove Cummins' market expansion by building strong relationships with the top 300 Key Accounts (Industry Influencers) in the trucking sector, increase in market penetration and a significant sales boost. Notably, this achievement encompassed Government STUs and large logistic companies like MSRTC, GSRTC, BEST, KSRTC, DHL, RIVIGO, SRS, TCI, All cargo, Mahindra, Reliance Logistics, Chartered Speed, VRS etc  Led initiatives like total cost of ownership, Fluid efficiency, technology upgrade trainings, Fleet meets, Digital engagement program – Cummins Saathi App for drivers, CSR program – IDTRs, loyalty programs to influence and establish Cummins as the technology leader

 Successfully translated Cummins India Leadership vision of customer centricity to into a strategic framework which provided people, process & tools approach to create a customer-centric operating model for all business units in India Designed programs across business to facilitate increase in direct customer engagement at all level of business Designed and led forums to integrate improvement based on customer feed backs/ Customer Insights data (ex: NPS) and bring management focus on customer pain areas and resolution strategy Rolled out strategic projects for mapping customer experience and improving the same utilizing latest technology like digital transformation and IoT (Cummins digital accelerator Program) Led change management drive through leadership talk series, emailer, blogs, Newsletters, trainings, rewards & recognition, customer centric branding etc

Championed Capability building within business for continuous Improvement, Lean and Six sigma framework and Supported various business leaders for data based decision & systems thinking and create a pipeline of viable business improvement projects  Recommend Indian Railways maintenance & operation practices for underslung engines. Business Impact (BI) Rs100 Crs/yr  Improve inventory management and demand forecasting for Indian Navy (SCM function) BI Rs 50 crs/yrfor DG, engines & parts  BEML Defence segment Penetrate the business account and seed protos in all the project with minimum engines variants (BI) Rs 20 /yr  Design and roll out Product planning process for HHP engine business (High Margin- High Customization)  2016 CMD Award Nominations: Revamping the Project Business for HHP engine BU to reduce delivery timelines by 50% BI Rs 350 Cr/yr  Revamping the Plant HR processes to improve productivity by implementing (WBLS) work based learning system and strategic projects

 Led Key accounts management to defend the existing share of business with OEMs like Tata Motors Limited, Mahindra & Mahindra, Bharat forge limited, Asia Motor Works Limited, Ashok Leyland Limited, L&T, VRDE, Halliburton, BEML, BEL, MES Hyderabad, Baker & Hugh, ONGC, Oil India Limited etc. Exceeded the budgeted sales AOP Y-O-Y (500% growth in 3 years)  Key Defence projects handled : BMP-2, BRDM, MPV, Towed howitzer155 mm, 4x4, 6x6, 8x8, 10x10, 12x12 vehicles for various application of Indian army supporting various projects let by private & public OEMS Ensuring maximum business penetration in India defence market  Ensuring CSAT through NPS, Product Management, Strategic business planning, Industry events and marketing promotions Expo participations  2014 CMD Global Quality Award Winner: Propose Value package for defence APU Defence Auxiliary power Unit (APU) Product & Sales strategy  2013 CMD Innovation Award Winner ( Team Member ): Project -BRDM (Russian tank with Indian Army) repowering

 Assisted the Chief Operating Officer to ramp up business performance at TCL through continuous process improvement and implementations of strategic projects, for various business functions- including plant operations, tendering, purchase, and marketing and Industry events  Supported the West & North sales teams, focusing on strategic key accounts such as GETCO, MGVCL, BEST, Tata Power, ABB, L&T, Essar, Punjloyd, among others to ensure to achieving 100% sales targets for the region and compensate the gaps coming from the other regions  Restructured the dealer network, resulting in 20% of total sales through the same channel.

 Played a key role in the ED's corporate monitoring cell, directly reporting to the Executive Director and CFO  Monitoring Surat DISCOM KPIs: Monitored critical KPIs for Surat DISCOM, including SAIDI (outage duration), SAIFI (outage frequency), AT&C losses (technical/commercial losses), Collection Efficiency, Metering Efficiency, CRT (complaint resolution), and CSI (customer satisfaction). Provided reports on DISCOM performance, identifying areas needing improvement and recommending corrective measures.  Feasibility Studies for Privatization: Contributed to feasibility studies and bid development for privatization opportunities in Dahej SEZ, DPSCL, and the Real Estate Segment, assessing their financial and operational viability.  Bidding Strategy Development: supported competitive bidding strategies for privatization projects, analysing infrastructure needs, regulatory hurdles, and potential profitability.  Tariff Compliance Strategy: Assisted in creating tariff compliance strategies in accordance with the Electricity Act.  Governance and Industry Reports: Provided regular updates to external agencies, ensuring transparency and regulatory compliance.  Special Project Leadership: Led Torrent Cables Capacity Expansion project: Project received Board approval and 68Crs funding

 Responsible for sales of Liebert Online UPS range from 1 KVA to 1000 KVA for Vadodara region. Worked with IT system integrators, Medical equipment integrators &Turnkey Project companies like L&T, Alstom, ABB, Rockwell automation, GSPC, Adani and many others.