Karthik Balakrishnan Email & Phone Number

Greater Bengaluru Area

Witmer Health focuses on developing solutions using AI, big data and neuroscience to help people harness the full potential of their minds and lead happy, productive lives. By 2028, the company hopes to transform into an R&D company that works on solving some of the toughest problems in mental health.The company recently launched its first product, the mind-n, a mental productivity platform custom-built for business-critical roles in high-performance companies. As a founder and CEO at Witmer, Karthik’s near-term priorities are: (1) Recruiting and building a capable, high-performance team (2) Working with internal and external stakeholders to fine-tune and shape the company’s product portfolio, including its flagship product (3) Developing and executing a go-to-market plan(4) Building relationships with key external stakeholders and, (5) Delivering financial results to support company operations and future growth.

Bengaluru Area, India

The Printers Mysore (publishers of Deccan Herald & Prajavani) is one of India's oldest media houses, having been founded in the 1940s. In this stint, Karthik's focus areas were building a leadership team, breaking organisational silos & developing a performance-oriented culture, setting up new revenue streams, driving significant cost reduction, building operating efficiencies and kickstarting digital revenue growth.In his close-to-three year stint – which coincided with what is arguably the Indian print media industry’s most turbulent period ever - the company's business was reorganised into 5 zones, the flagship brands were successfully repositioned, revenue & circulation market shares were maintained and cost savings of more than 15% generated through better planning, revamping purchase policies, driving productivity improvements on the shop floor and tight working capital management. Digital traffic increased 4x over the previous year and revenues grew by ~50%. Karthik also negotiated a settlement of long pending issues with the Workers Union, thereby significantly improving industrial relations. This stint also saw the implementation of the SAP (in record-time and zero business disruption) ERP system and the Ramco HR bolt-on suite. The digital presence of the group was completely revamped, including a new custom-built CMS. In addition to this, work was initiated on the development of cutting-edge apps for the two flagship media brands, Deccan Herald and Prajavani.

Mumbai

The custodian of the corporate brand, Mahindra, Karthik was tasked with the key responsibility of making "Mahindra" a globally admired brand.During the two years in the role, Karthik helped set up a "Digital Command Centre" at the group level, drove the implementation of marketing automation systems, developed & launched a long-term global brand building campaign, built an ecosystem of innovative digital & social properties, set up a content marketing team, and drove action programs from the global brand building roadmap. This tenure witnessed Mahindra winning global web awards, a dramatic improvement in digital metrics across a range of web & social properties and a jump in the Mahindra brand value from $2.4 billion to ~$3.0 billionKarthik also led marketing efforts for Mahindra's Racing - Moto3 and Formula E - platforms with the objective of growing a tribe of Mahindra Racing fans and building brand Mahindra in key global markets.

Mumbai Area, India

In this stint, Karthik conceptualised and led a key strategic project to define a brand architecture strategy at the group level, completely overhaul the brand's visual identity, develop a brand voice and develop a set of brand guidelines. After developing the strategy, Karthik led and executed the successful group-wide transition to the new brand identity.He also led a valuation exercise for brand "Mahindra" and worked with key group companies to translate findings from the brand strength scores into concrete action plans on a market segment-wise basis.Karthik developed and executed several strategic advertising programs in India; managed domestic and global sponsorships. He also conceptualised and launched India's biggest innovation challenge - the USD $1 million Rise Prize.

Mumbai Area, India

Karthik led a cross-functional, cross-business team that worked on re-defining the "Mahindra" brand and the development of strategic change programs to bridge brand and business. He worked extensively in developing internal communication programs, employee training, employer brand development and the development of social media presence at the group level.In addition to the above, Karthik developed and executed advertising programs in India; managed key sponsorships, both in India and other countriesKarthik conceptualised and launched "Spark the Rise", a digital-driven movement marketing campaign that launched the re-positioned Mahindra brand. This campaign helped Mahindra build a community of 300,000+ change-agents within a short period of 18 months.

Mumbai Area, India

Karthik consulted with the group's business sectors in Energy, Media, Defence and Agri-business in this stint. He worked on several projects of strategic importance that included new business entry, inorganic growth opportunities, long term strategic roadmap etc.

New Delhi Area, India

As the Head of the Domestic & International Sales Operations and Marketing for a range of herbal animal health products, Karthik led a team of 145 people across domestic & export markets and in the technical, sales and marketing functions. Karthik spent a significant amount of time in reversing years of stagnant domestic sales, motivating and re-structuring the sales force, growing export sales and in improving the distribution system. These efforts delivered a 33% growth in domestic sales and a 25% increase in exports. Karthik also instilled financial discipline; significantly reduced the receivables and inventories of the company by 20% and 33% respectively (in 07/08 compared to 06/07)

Jamshedpur Area, India

Karthik managed the largest Sales region for the company - Bihar, Jharkhand, UP and Delhi - andled a team of 32 people across Sales, Technical, Logistics and Accounting to manage revenueresponsibility of Rs.400 crores through channel and institutional sales. He led a drive to significantly strengthen distribution, resolve long-pending CFA and channel issues, a drastic reduction in inventory and receivables - all this during a slump period in the cement industry. Operational improvements and channel strengthening during tenure resulted in a +20% sales growth in the region in the subsequent financial year

Kolkata Area, India

Karthik was the Head of Institutional (B2B) sales, overseeing revenues of Rs.200 crores. He established strong lead-in and lead-management systems, built a B2B sales team and put together a CRM system to drive sales growth. He also built strong relationships and business with almost all major national construction majors operating in the Eastern part of the country.

Coimbatore Area, India

Karthik managed Sales & Operations for the states of Tamil Nadu and Kerala. He drove a 60% topline and a three-fold bottomline growth that lifted the region from 11th place (out of 12 regions in the country) to the No.1 position in India, in a short span of 18 months. The region's impressive performance involved team re-structuring, building team capabilities, channel strengthening, a strong focus on sales discipline and driving operational efficiencies.

Mumbai Area, India

Karthik managed a Rs.40 crore in annual sales Acetanilide family of herbicides in addition to identifying and commercialising new products. He directly managed several key marketing/distribution relationships with other large MNC's like DuPont, BASF etc. He also successfully launched two new products to tap new segments, thereby driving strong portfolio revenue growth of nearly 30% within 18 months.

Bangalore

Karthik managed sales operations for North Karnataka, one of the largest markets for the company. In a short period, he drove a 20% y-o-y revenue growth, significantly improved operational - inventory and receivables - parameters and grew Corn seed sales from next-to-nothing to a level from where the brand became a market leader within two years.

Bangalore

Moved across Sales, Marketing Services and Operations functions, gaining valuable experience by working in the trenches

Pgdm, Marketing

Activities and Societies: Represented the Institute in Cricket and Quiz programsStudied Marketing, played lots of cricket, Quizzed a lot.

B.Sc., Agriculture

Activities and Societies: Captained the University Quiz Team for 3 years, represented the University Cricket teamStudied agricultural.