Transforming the company to a multi-industry multi-specialty material supplier, which wins because of superior application knowhow and customer service. Managing mixed portfolio of organic and inorganic growth targets. Executed 2 acquisitions in last 18 months to enable breakout growth and significant value creation in next 24 months. Building portfolio for next gen technology products for reduced carbon footprint, next gen battery and conductive materials.P&L for ~$200 million global business with direct sales presence in 30 countries. Responsible for complete business including operations, finance, and supply chain. Dotted line responsibility for global R&D center in Brussels, Belgium. Delivering commercial commitments to achieve month-on-month deliverables. Scaling up business by 2X in 3 and 5X in 5 years. Driving the culture of innovation. Shifting the culture of the organization from “Commodity” to “Specialty” Driving and delivering on cultural change – from local to a global company, from low EBITDA limited products to high profitability, multi applications business. Spearheading overhaul of underperforming functions to drive improvements in productivity and growth. Directly responsible for leading a highly skilled global and empowered team of 11 individuals as direct team members and providing leadership to global Specialty team of ~ 400 highly talented and motivated colleagues. Specialty business significantly contributed towards an increase in market cap of the company from $600 million to close to $1200 million now. Continuous engagement with investor community to infuse confidence via consistent quarter on quarter delivery as well sharing a convincing growth trajectory. Reshaped strategy and got alignment from board. Acquired KinalTek for technology infusion in battery material space. Step improvement in operating profits by analytical pricing, managing customer and product mix, surgical cost outs and higher operations leverage.

P&L responsibility for DuPont's Electrical Infrastructure Business. Leading a cross functional team of seasoned industry professionals and subject matter experts to deliver top of the line EBITDA growthExecutive joint leadership for JV in Japan. Represent DuPont’s interest in the JV day to day functioning. Overview of COGS, Quality and Supply Chain as part of direct responsibility. The JV services 40% of total business globally and 100% of business in AP region. Fostering change in culture – from High EBITDA %, organic growth mindset to 2X GDP growth and EBITDA value growth by expansion into adjacent markets organically and inorganically, enabling play in $4BN market space energized by macro trends such as Action for Climate Change, Auto Electrification, Data Growth and Industrial Automation.

Lead the global commercial activities (ex NA) for a ~$200 Million business and strategic initiatives globally. Responsible for order to cash cycle, quarter on quarter revenue targets. Provided leadership to a diverse, multi-location & cross-functional team of 40 people spanning across marketing, application development and product management. Set up a global tender management process to ensure prioritization and alignment of resources for winning more tenders. Also ensured that we operate as global team vs regional silos. Envisaging next gen life protection products – responsible for complete cycle of idea to implementation of these next gen products. One of new products Kevlar® UD achieved $12 Million revenue in first year of launch. Led a global digital transformation of business which ensured execution of end user engagement strategy. Changed perception of DuPont to solution suppliers, dramatically improved win rates and a custodian of the critical & unique knowledge repository of the organization.

Revenue responsibility (~35MM) for the Life Protection business across Asia Pacific region.Led the transition of the Life Protection business from an opportunistic business in 2011 to a strategic business and growth engine for DuPont in Asia Pac region by - Localization of competencies. Instrumental in setting up a technology center in India, which was first of its kind for ballistics business in APAC region - Deeply involved in hiring & building a team of experts and focused technology teams for open & collaborative innovation for accelerating local product developmentRe-engineered & restructured the business across APAC including value chain restructuring and extensions, Key Accounts selections and key allied partners as a part of the strategyFocused on continuously improving customer service levels through innovative measures like localization of products that in turn led to significant improvement in business & operational excellencePlayed a pivotal role in carving out business in China from a scratch, the same proving to be one of the biggest opportunities in APACKey Achievements1. 300% growth in AP business in 4 years. Grew the business from ~$11 Million in 2011 to $35 Million in 20152. Carved out China business from scratch – added $15MM in 4 years3. localized 80% of business – from less than 20% in 2011.

Business responsibility of $14MM for South Asia and team of 6 individuals. Market scope expansion and associated capabilities expansion. Set up from scratch after-market segment and set up & managed the retail business from grounds upConceived new business model to directly launch DuPont technology in end markets for transformers and motors in India market.Restructured channel to drive end user engagement and value adding vs pure distribution. Worked closely with IEEMA, representative body for Electrical equipment manufacturers in India and multiple industry stakeholders. pioneered a first of its kind collaborative global UL certification program for smaller Indian manufacturers enabling lower cost of certification and exportsKey AchievementsGrew business from $ 2.5 Million to $14 Million. Fastest growing business in India for 3 years. India President Award for 2 years in row.

Responsible for growth and process in APAC markets for multiple businesses like fire retardant protective clothing, filtration, automotive hoses and electrical insulationFacilitated sub-segment prioritization and a robust competitive strategyIdentified programs for further investments and was responsible for business success of the selected programs Conceptualized and implemented multiple programs like brand and technology licensing to enhance customer loyalty as well programs to create end user pull for DuPont materialsKey AchievementsSix Sigma Black Belt certification. Black Belt project added $1.6MM in contribution. Deployed six sigma methodologies to innovation programs in AP region which led to development and deployment of data driven metrics. Successfully gained sponsorship for and drove differential management of portfolio with AP leadership, leading to clarity of investment priorities.

Responsibility of driving the channel and distribution chain for Nomex® paper sales in IndiaHandled critical key accounts and delivered step change in relationships with electrical equipment manufacturers in IndiaLiaised extensively with government bodies and customers including Bureau of Energy Efficiency, state utilities and Indian RailwaysExtended business to transformers industry in India

Strategic Business Planning - Responsible for developing 3 year business plans. Implemented “Balanced Score Card” methodology for the organization. This exercise helped in achieving direction setting and intense focus in day to day activities and operations of the organization. Channel marketing and development – identifying new channels for distribution and worked towards optimizing existing channels. Drive partner satisfaction and driving enterprise sales through channel partners. Responsible for training and development of channel partners and their staff. Designing and execution of trade marketing program and policies. Working on programs for deeper geographic penetration into Type B and Type C cities, as per potential. Channel business grew from $28MM to $40MM during the same period.E - enablement of complete channel business – envisaged, planned and implemented complete automation and e-enablement of channel business. Automation of communication and redemption of reseller incentive programs, online product training and technical help on products. This helped reduce the cost if serving the channel, improved response time and also generated data on end users, which in-turn helped after market business grew.