• Joined as General Manager- OEM’s & Institutional businesses in Feb’2017.• Promoted to Sr. General Manager -OEM’s & Institutional businesses in April 2021.  Livguard Energy Technology Limited (LETPL) which is formerly known as Luminous Invertor and batteries for home appliances which is in SAR GROUP – a big name in Invertor, Automotive batteries, Water purifications system, solar technology and retailer’s management and biofuel technology in India. Expertise in handling all marketing/ business development activities, analysing market trends & establishing healthy & prolonged business relations with clients, thereby ensuring higher market share.  Adept in managing business operations with focus on top-line & bottom-line performance and expertise in determining company’s mission & strategic direction as conveyed through policies & corporate objectives.  Innovative and results-driven manager focused on achieving exceptional results in highly competitive environments that demand continuous improvement.  A principle executive ‘point of contact’ for the company accountable for ensuring that appropriate business strategies are in place and are acted upon according to the priorities.  Livguard 1st time entered in OEM’s during my presence with the development of our internal team in OEM’s Tractors, Construction, Genset business and commercial segment RFQ initiated which is in under process. Livguard 1st time entered in Intuitional businesses like state Road Transport UPSRTC, MSRTC, KSRTC, RSRTC, GSRTC, UTC, Haryana, DTC & PRTC & Defense sectors.

• Joined as Dy General Manager- OEM’s-Business development in Jun’2021.• Promoted to General Manager -OEM’s-Business development in Jun;2022. New Technology Lunched –We have initiated RFQ for introducing new technology in Indian Market and targeted to begin with tractors segment and First of all validated trail in various tractors models across India in several climatic conditions and done in house validations prior to lunch new technology and we have succeeded for replacing new technology products due to our better relationship in the industries. This is an overall technology shift from direct drive to GRS starter motor. We had achieved 40% market share in 4 Years. Sales/ business generated –New business developed with Escorts, New Holland, Zetor, Claas Tafe, Eicher, Eicher Alwar, Action, Eicher Polaris, Greaves Cotton, Same Tractors, Simpson Chennai, Preet Tractors, Indofarm, Sonalika, Truck tractors, TML pant Nagar, Mahindra Swaraj, Mahindra and Mahindra, John Deere, JCB, Terex Vectra, Voltas, Godrej, VST Bangalore etc.  Revenue contribution- Around 80% revenue generated by the above development during period of 2011 -2017. Service center on Pan India – We have appointed >600 nos service center across the India ..  Market share increased- We had reached 40% market share in tractors segment and got excellent break thru in 3 wheelers segment after getting Greaves cotton Aurangabad . Team Management- We had team of 1 Manager Service, 1 Manager for OEM, 2 Asst manager and 18 sales /service executive in field & with various OEM’s customers along with 2 females for back up office support.  Sales Budget-80 Crore business from OEM’s out of 110 Cr between 2011-16.

 Sales/ business generated - new business developed in MSIL YP-8 new swift dzire as single source sales with the tune of 200 lacs per month and enter in some of model as second source like Alto K10 and Zen estilo as a 30% market share. Revenue contribution- Around 50% revenue generated by the above development in the year 2010-11.  Market share increased- We had increase 20% overhaul market share in passenger car and 10% in tractor industries Over dues old debt- it was 400 crores in beginning of the year 2009-10. myself along with my team had hard work as a project to reduce up to Zero level thru daily and weekly monitoring and finally we had achieved target in six month North Wheels India Sales-I was handled all three plants of sales and massive improvement in sales in our Pant Nagar plant due to new business taken from Ashok Leyland and Mahindra Haridwar and Tata Motor Sanad. Team Management- There was a team of 3 Asst manager and 4 sales executives in plant or in the field with various customers and providing direction, motivation & training to the field sales team for ensuring optimum performance for all operational & sales related issues. Monitoring the performance of team members to ensure efficiency and meeting of individual & group targets Sales Budget-100% involvement in preparation of sales budget as well as expanses budget of our team for the year for management approval.

 Sales/ business generated - new business developed in SPIL YL-8 new swift dzire as single source sales with the tune of 210 lacs per month and Ashok Leyland for their all-engine businesses. Revenue contribution- Around 50% revenue generated by the above development in the year 2010-11.  Market share increased- We had increase 20% overhaul market share in Maruti Suzuki & Suzuki power strain limited. Additional responsibilities -I was handled MIPL Gurgaon & Pant Nagar sub assembly which is manufacturing Connecting rod piston & Ring assembly for MSIL & SPIL.  Team Management- There was a team of 13 worker in Gurgaon assembly and 5 workers in Pant Nagar assembly. 2 persons in Quality and 4 persons of supervisor in plant or in the field with various customers and providing direction, motivation & training to the field sales team for ensuring optimum performance for all operational & sales related issues. Monitoring the performance of team members to ensure efficiency and meeting of individual & group targets  Sales Budget-100% involvement in preparation of sales budget as well as expanses budget of our team for the year for management approval.

 Sales/ business generated - New business developed in Allina Auto , Tata Motors & Ashok Leyland Pant Nagar & ITL with the tune of approximately 12 crore per annum , Re-initiated businesses with Windals Auto & PTL which was stopped approximately Rs 4 crore per annum . Revenue contribution- Around 30% revenue generated by the above development in the year 2009-10.  Market share increased- We had increase 20% overhaul market share in tractors segments. Over dues old debt- it was 300 lacs in beginning of the year 2008-09. myself along with my team had hard work as a project to reduce up to Zero level thru daily and weekly monitoring and finally we had achieved target in six months. Distribution Channel –ABC was catering aftermarket sales thru dealers across north zone which we has initiated aftermarket sales thru corporate distribution channels for increasing sales growth. Sales Promotion- Implemented mechanics & Dealers meet and others sales promotional activities policy has been initiated.  Team Management- Handled a team of 3 Asst manager and 4 sales executives in entire North, providing direction, motivation & training to the field sales team for ensuring optimum performance for all operational & sales related issues. Monitoring the performance of team members to ensure efficiency and meeting of individual & group targets  Sales Budget-100% involvement in preparation of sales budget as well as expanses budget of our team for the year for management approval.

Nov’1997 – Apr ’2000 Assistant Executive – Marketing, DelhiApr 2000 – Apr ’2003 Dy. Executive – Marketing, DelhiApr ’2003 –Apr, 2006 Executive – Marketing, GurgaonApr, 2006 – Apr’2008 Sr. Executive – Marketing, GurgaonApr’2008 – Sep, 2008 Asst. Manager – Marketing Spearheaded the sales of Advanced Automotive Engine Valves, Tappets and Guides for Automotive applications. Played an instrumental role in the consolidation of market presence and consistent growth in market share. Successfully extended the product portfolio across multiple segments. Ensured the provision of timely market / competitive intelligence in order to develop effective strategies. Carried out extensive study of the business environment to identify market shifts, substitute products, etc. Monitored the sales expenditure; achieved the targeted annual sales and receivables. Played a pivotal role in strengthening relationships with customers and improving customer satisfaction. Successfully settled the annual price with customers along with the HO. Monitored adherence to statutory requirements on sales tax and excise related matters. Ensured timely and accurate internal sales reporting in line with TQM practices. Increased revenues by 20 % in Maruti, 10% in HHML and 10% in Yamaha by increasing SOB of existing products and adding new business. Reduced costs by 27% in depot management by outsourcing non-value adding activities. Played a key role in ensuring the effective utilization of IT tools in order to improve efficiency and productivity. Attained 100% achievement in SFI –Quantity and Delivery Index (MUL & HHML). Successfully enhanced the existing customer satisfaction index through TQM practices. Achieved the level of NIL 180 days debt is North Zone in year 2006-07. Won the following awards:o MUL Best Performance Awards in 1997 and 2000.o HHML-DOL Awards in 2005. o Commendable Performance Award for North Zone.

 Successfully managed the entire gamut of tasks including: Customer servicing and complaints management of MUL dealers. Sales & Marketing, Dealership Management, Channel Development and Training,  Worked in close coordination with various departments such as Materials, Engineering, Quality Assurance, Parts Inspection, Finance, etc. of MUL. Marketed various products such as Carburetors, Fuel Pumps and Water Pumps. Successfully attained the preset sales & collection targets for Distributors & Maruti Udyog Limited. Played an instrumental role in motivating the Sales Team & Wholesale Dealers (over 150 Nos) to work aggressively in the market and attain their targets. Ensured 100% coverage of retail markets and consumption centers. Planned & executed various local BTL activities such as Road Show / Van Campaigns, at retail & local garages for enhancing sales & market share. Played a key role in controlling the credit with in limit & bad debt exposure in the state.  Successfully increased the market share in various segments like HCV, LCV and Tractor segments. Led a team of 3 RMs and14 BMs.  Attained a growth of > 25% YOY during the tenure; increased SOB at the cost of competition.

 Successfully attained the preset sales & collection targets for Distributors & Whole sellers in assigned territory. Visited dealers in Western U.P and Delhi for collection of order & payment, customer complaints, improvement in sales, etc.  Played a pivotal role in motivating the distributor’s Sales Team & Wholesale dealers to work aggressively in the market and supervise 100% coverage of retail markets and consumption centers. Planned & executed various local BTL activities such as Road Show/Van Campaigns, at retail & local garages, Mini Mechanic Meets and Rural Meets for product education and enhancing sales & market share.  Controlled overdues within the prescribed limit of receivables and credit within limit & bad debt exposure.  Recognised for appointing first 2 wheeler distributor in India (Delhi) and for facilitating special focus on 2-Wheeler Range; attained a growth of > 200%. Played a vital role in improving receivables & distribution network.