Role: Heading the all India expansion projects of Lafarge cement division. Have successfully completed a fully integrated green field cement plant including mines in Rajasthan and a grinding unit in Haryana. Responsible from setting up of the stakeholder management system, permitting issues including land acquisition and an effective CSR set up Looking after future expansion of green field projects in Karnataka and Himachal and brown field projects in Jharkhand and Chhattisgarh as the Chief Project Officer and member of Lafarge Executive Council.Achievements:Successful implementation of North India green field projects in Rajasthan and Haryana in less than 25 months with a project cost of 1800 crores. Both plants are in commercial production since October 2013 and was implemented with zero accident and one of the best safety records worldwide within the group and noted for the exemplary stakeholder management. Have set up an organization and a cohesive team to run the plant effectively with smooth transition from project phase to operation stage. More recently have implemented 4 Captive power plants and 5 WHR (Waste heat recovery systems) with outlay 1500 crores.Simultaneously have progressed the Green field project to the construction phase in Karnataka by  Getting a Mining lease for lime stone in a difficult state of Karnataka Environment clearance for the project Land acquisition (800 acres) at economical rate without confrontation in a challenging environment Effective CSR established at site Buearocracy, Politicians and local stake holders support Other statutory approvals of water, power and railway siding Raw material sourcing and tie ups with power plants MoU signed with the Karnataka State in Global investor meet  Major acquisition in its final stagesRecently handled the critical activity of Name change permits from Lafarge to Nuvoco for the mines and all the environment clearances

Role: Led the operational excellence effort for all the plants globallyAchievements: While, it was felt that it would be difficult to implement the Lean concepts in Pharma industry due to FDA regulations, the success achieved in a span of one year were exceptional and interest generated among the pharmacist of the scope of improvement in the workplace was a satisfying experience.  46 % capacity unlocked Inventory turn ratio up from 2.5 to 4.3 40 % improvement in lead-time reduction Culture of Execution excellence established

Tecumseh is a world leader in manufacturing of refrigeration and airconditioning compressors. Joined the DCM group in 1983 and worked for Shriram refrigerations which subsequently got sold to Tecumseh Products in 1995 . Went on to be the Vice president Indian Operations in 2003 with its plants in Hyderabad and Ballabgarh. From a domestic , unacceptable Quality levels and poor industrial relations , it was turned around to be a global quality player and was awarded the best industrial relations company by 1999. Its customers included likes of Hitachi , Matshushita and LG. Turn over was doubled every year for three consequitive years. TQM and lean initiatives made the company cost and quality competitive. Was nominated to the CII young managers trophy for the effort. As Vice president, Operations led functions including procurement , vendor management , production, costing , Quality , Industrial relation , customer service , lean management efforts and projects at global level.