At Jumia, Centralise Inventory loss end to end process revamp and plan in place for a 30% reduction, 4 teams with a 30% headcount reduction and 0 redundancies among other achievementsKey Responsibilities /Job Description, Project Management Office:• Support the definition of E-commerce Business Cases (scope, goals, deliverables, costs, timescales, plans, dependencies, resource requirements and milestones)• Ensuring project plans are created and maintained, deliverables tracked against time and cost, and resource utilization is monitored• Co-coordinating quality activities to meet quality objectives. Managing project risks, issues and change control, communicating the impact to the project• Conducting or contributing to post implementation reviews and identifying any lessons learned.Business Intelligence:• Provide expertise in understanding and using Jumia Services data models and systems, and act as resource in the interpretation and use of data generated and utilized by users of BI Tools.• Create KPIs and implement simple systems for performance measurements and growth.• Use Order life analysis to monitor end-to-end warehouse/ logistics processes to improve operational efficiency.Control Tower:• Ensuring the timely scan at all the legs and updating in systems for movement of inventory• Overall Point of Contact for End to End package/ item handling by Jumia ServicesProcess Control:• Managing the loss compliance and write-off guidelines for packages stuck at different stages of packages/ item journey.Service Request:• Develop and improve new and existing processes for resolving customer and vendor issues.• Resolve all escalated issues end-to-end across Jumia Services• Manage all emergency related logistics issues which could lead to non-satisfaction of the customer. E.g., Theft, Accidents, Confiscation of packages & weather obstruction.

o Noon NPS improved by 60% (Best in 4 years) in just 6 months with Structured focus on Order to Delivery Nodeso Oder to Delivery Journey Communication overhauled (SMS Cleanup - Savings worth $1.5 mn pa)o Enhanced focus on Operational Metrics like Breach, fake attempts and Breach recovery led to a system improvement in NPS and Experience, reduced Fake attempts related contacts by 40%o End to End Returns revamp kicked off,o Structured Ticketing and other Experience Enhancements underway to save atleast 30% operational costs

Trust & Safety Compliance (Lead and Own Policies and Programs to enforce Zero Counterfeit & Fake online, while ensuring 100% adherence to all Regulatory compliance requirements)The Trust & Safety (T&S) function is responsible for defining, enforcing and promoting policies, programs and products to ensure safe transactions and create trust perception across Flipkart’s marketplace businesses (Item Risk Seller Risk and Brand Infringements)o Mitigation of Item Risk (Fake & Counterfeit in Branded and poor quality in Unbranded)o Mitigation of Seller Risk (including Intellectual Property Risk)o Supervise creation and enforcement of Trust and Safety policies according to guidelines for prohibited items and non-compliant third-party sellers active on Flipkart, while preserving the growth of the businesso Create & execute the Trust & Safety roadmap in partnership with all local and global T&S stakeholders, local Trust & Safety partners Product and Technology, Customer Care and Business Intelligence and Analytics teams in particularo Partner with T&S Operations to enhance processes for managing trust and safety escalations, dispute resolution, claim resolution, and other customer-facing programs around Itemso This role reports into the Chief Compliance Officer of FlipkartPrevious Charter - As Head of Flipkart Assured program was Instrumental in its go live, from Concept Design, Go-To market plan to Implementation. Flipkart Assured is the first quality badge in India, an inclusive customer program, it enables online shoppers to Trust and Shop worry-free.

Managing Key reporting deliverables to the CEO and Board of Directors for 5 CE countries in parallel  Delivery of 2500 Standard reports per period for the businesses in Czech Republic, Slovak Republic, Hungary, Poland and Turkey by a team of 30 Reporting of all P & L lines (Sales, Commercial Margin, Distribution ,Stock, payroll, Headoffice costs, IT, Marketing etc) for the Retail business  Support In Country teams with Budgeting Plans and other Adhoc data analysis Developing standard operating procedures, people & process risk management, mentoring people of varied experience & age Successful preparation of the Business case for a 800+ headcount transition from the central European countries which was used to gain Programme sign off from the Tesco board (this was the biggest and the fastest project in Tesco HSC’s history) Help manage recruitment, set schedules and targets, monitor Infrastructure setup and evaluate the speed to market ability of the other support teams Due-diligence of Finance operations across 4 countries in CE resulted in 60% Heads signed off for transition with respective country CEO/CFO’s for Poland, Hungary, Czech Republic and Slovak Republic. As the Country Manager, managed the Knowledge transfer for the entire Czech & Slovak Republic(the biggest chunk of the overall programme) over Three locations, completed within 4 weeks

 Worked in UK for 6 months to design and deliver the Online Business Steering Wheel and the Long term plan(budgeting) for the Tesco Online Grocery. Received a hand written Value Award from the CEO of Tesco Online Business  All P & L lines (Sales, Commercial Margin, Distribution, Stock, payroll, Headoffice costs, IT, Marketing, etc) for the Online Retail business  Designed the reporting for Dotcom Only Store and Re-engineered Dotcom Weekly Book: End to end delivery of Weekly book reporting (Including Final Review is now done here in HSC) Closing Dotcom Books of Accounts and reconciling the Dotcom Balance Sheets, Risk & Ops Process under Transition Identified project Compos which had projected savings of GBP 8.2 mn of which 1.6 mn was realized in the first 6 months Process Transformation Projects include US On time payment – 40% to 93%, RESA(Retail Sales Audit) process Gap identification and solution (1st Upstream Project in US), AP Improve Productivity by 40% while keeping the accuracy level constant, Payroll - Standardization of Process across US etc Finance transformation (Fast Close) – Helped US business to shorten the ‘period close’ lead time from 5 days to 3 days, driven by process and policy changes with zero technology costs (Savings of $ 0.5 mn) Internal Benchmarking and Process measurement: Helped create Business Scorecards for US finance, Quality Framework for Stores Helpdesk, implementing Voice of Customer (Feedback Mechanism), Conceived & Implemented Team Based Work Structure (SHD), Developed Structured MIS and R n R framework