Heading the retail vertical of K.Raheja Reality – comprising of 2 operational properties in Mumbai of 1.2 Million sqft and 0.5million sqftPrime responsibility is of restructuring the retail product mix at both the malls to increase revenue, footfall and customer perceptionTo focus on the infrastructure upgradation of both the units vis a vis industry benchmarks and competitionAdministratively responsible for all functions of mall management – especially Leasing, Finance, and MarketingHave been able to achieve a growth of 23% in Net revenue in for the retail vertical two yearsBagged the awards of “Most Admired Shopping Centre of the year – Metro-West India” and “Most Admired Shopping Centre of the year - Marketing & Promotion Activities – West India” for Infiniti Mall -Malad at Shopping Centre Awards by MAPIC India for two consecutive years 2023 & 2024Hold the credit of Bagging “Iconic Shopping Mall in Mumbai” for two years in a row 2022 & 2023 for Infiniti Mall Malad by Midday Retail & lifestyle awards Infiniti Mall – Malad has been rewarded by ET Retail as “Shopping Centre –Metro(west)” & “Shopping Mall- Excellence in Marketing & Promotions” for FY 2024 Have got featured on Front cover of the magazine -“Shopping Centre news” in the May’23 edition as part of special feature -“Leasing Professionals Reigning the Retail Real Estate Landscape” with an article highlighting my professional journey

Mall Highlights:Heading the Mall Management for the retail vertical of Mantri Developers – comprising of 3 operational properties and 2 properties on stages of construction/designActively involved in all functions of mall management – Finance, Operations, Marketing, Design and LeasingRestructured the department & implemented new policies and procedures to maximize revenues and profitabilityAlong with Leasing team restructured the product mix at the mall to increase revenue, footfall and customer perceptionDelivered a 16% increase in EBITA over previous year in the FY20 for Mantri SquareEconomized cost by 14% in CAM through effective negotiation with vendors and cost management in FY 20 for the retail verticalWas able to effectively reduce the yearly outstanding of the vertical from over 10% to less than 2.5%Engaged in collaborating with the Projects, Leasing & Design Teams for developing the upcoming mall (Mantri Arena 14 lacs sq. ft. area) in BengaluruHold the credit of bagging “Most Admired Shopping Centre of the Year – Turnaround – South” for the organization in 2018 at the ISCF for Mantri SquareBagged the award - “Most Admired shopping Centre Socially Responsible” at the Golden Globe Tigers 2018 at Kuala LumpurBagged the award - “ Most Sustainable Customer services” by Retailers choice at the ISCA’19Hotel Highlights (Double Tree Hilton, Bengaluru):The unit achieved EBITA of 12% more than the budget in the FY 19 and 7% more than budget in FY20Achieved a GOP of 52% in the FY19 and a GOP of 8% in the FY 20Effectively reduced cost by 21% by successful vendor management in FY 21Commercial operation Highlights :At present the group has 1.5million sq ft of area operational in the cities of Bengaluru, Pune & Hyderabad and 1.2 million sq ft at final stage of constructionResponsible for managing facilities and operations for the commercial properties of the group

Contributed in the development of The North Country Mall which helped the mall in receiving:o ‘Upcoming Mall of the Year (North)’ at Shopping Centre Forum in Feb’17 for o ‘Most Admired Shopping Centre of the Year – Retailers Choice’ at the Marketing Excellence Awards in July’17

Drove business and ensured sustained growth, focused on achieving /surpassing sales targets; expanded business reach and created new sales / leads opportunitiesDeveloped the strategy and roadmap for organisation’s expansion; conceptualized and developed new business strategies which led to an increase in business

As Centre Head, MumbaiWas heading the Flagship unit of the group -Guided all the departments of the mall i.e. operations, loss prevention, engineering, marketing, retail relations, SOH & finance on a day to day basis Worked with the unit and HO Marketing team to develop mall’s market positioning strategies and sales generation initiatives. Monitored financial control of mall marketing funds and increased market share by developing strategies for increasing mall visibility- was able to achieve a change in the footfalls of the mall – from decline to growth for first time in last 5 years Worked closely with HO team to formulate policies & SOPs for the group – to achieve a minimum mystery audit score of 90%Developed and implemented short, medium and longer term strategies in order to maximize investment returns and achieve other income targetsDuring EOSS was instrumental in delivering a growth of 33% over last year – highest ever consumption in a day for 17 brands Inorbit Malad had been awarded as “Best Shopping Mall – West” at Indian Retail awards 2015As Centre Head, HyderabadWas heading the unit and majorly involved in managing operations, logistics and administration activities of the 1.2 million sq ft mall hosting around 160 brands as tenants.Had been instrumental in increasing the business turnover by 40% from the time of joining Ensured that the promotional activities of the mall are in line with the requirements of the needs of the market to control footfalls – was instrumental in achieving the highest footfall of 2 million in a month Responsible for renovations and projects for both the mall properties in Hyderabad -Ensured all the designated works were within their stipulated timelines and financialsInorbit Cyberabad was recognized as the “Most Admired Shopping Centre of the year : Best per square foot Sales for South” for the year 2014

As General Manager, HyderabadPlayed a key role in launching the boutique property at Banjara Hills. One of the prime real estate places in the country. The hotel offers 70 rooms in different categories along with strong F&B portfolio comprising of a multicuisine restaurant, a specialty restaurant and a bar along with boardrooms.Instrumental in readying the property for a commercial launch within 90 days.Instrumental in achieving a GOP of 40% for both the financial years, with an avg. hotel occupancy of 80% all year round, with room revenues touching 20% above the target figures YTD Hired and trained the staff ensuring the highest possible level of service delivery and profitability- was able to get a clearance from Ministry of External affairs for stays of head of states within the first operational year As General Manager, IndorePlayed a major role in increasing the existing facilities & standards of the hotel to get them at par with the leading metros of the country, and also to re position the hotel in the competitive market without compromising on budgets and costs.Actively renovated the property in phases and coordinated the construction of a new wing with 90 rooms.Essayed a key role in over achieving the:Budgeted figures during economic meltdown and recession.Average of 93.8% GSI score for the year with the highest RR of 23.8% in the group &GOP figure of 2% more than the budget.As General Manager, Mumbai/BangaloreSignificantly selected to head the new venture of Hospitality i.e. Health & Medical Tourism - first of its kind in IndiaActively involved in the inception of the Thane property; coordinated with Designers & Consultants and gave shape to the marketing plans, budgets and revenue forecasts. Successfully handled an additional task of opening up a five star property for the group at Bangalore within 60 daysShortlisted and selected GMs and HODs for other properties of the group.

With a prime Goa location on one of the world's longest beaches, the hotel offers warm hospitality, inviting resort atmosphere and top-notch services sure to please business and leisure travellers alike.Significant Highlights:Monitored a team of 400 - 500 members.Efficiently handled the operations of the hotel by monitoring the guest feedback and expectations, whereby leading to a higher guest satisfaction and positioning in the charter market.Headed a team to achieve the Carlson President's award for services rendered for 4th year in a row - the only hotel to achieve such a feat amongst all the Carlson Hotels in Asia Pacific. Essayed a key role in making and implementing the market penetration strategies for the group's new property Country Inns & Suites.Stellar in handling the renovation project of the hotel and supervising the construction of Country Inns and Suites.

Played a vital role in creating effective follow up systems to monitor usage and result in higher levels of guest satisfaction; attending various guest queries or grievances.Efficiently maintained, reconciled & updated the client database and thereby providing an effective management information system.Proactively interacted with the Food & Beverage personnel, provided training, created & maintained an effective system and other related F & B activities; ensured an overall smooth flow of operations.

the largest & busiest banqueting facility (55,000sq ft) in northern IndiaSupervised a team of 100 members.Received appreciation by MD for going beyond the TOP initiative for the promised time period.Actively rationalised the operations team in order to yield better results and efficiency.; Significant Highlights:

Streamlined the business by restructuring both sales and operations teams leading to repositioning the banqueting of the hotel in the competitive market. Also managed the Discotheque -"Annabelles"

Was Instrumental in launching the convention centre and establishing it in the competitive market.

Looked after the organisational interests in the areas of Haryana, Punjab, Himachal & Jammu. The organisation was associated as official caterers to CII northern region, PCA cricket stadium Mohali & Chandigarh Golf Association

The property changed brands thrice during the above period from Holiday Inn Crowne Plaza to New Delhi Hilton & Intercontinental the Grand -Launched 'Art Junction' - Restaurant with a unique concept wherein the café is part of an Art Gallery - the first of its kind in India; Joined as management trainee and their after grew to various positions including - Restaurant Executive, Training Incharge Food &Beverage (Service & Production), Banquet Sales Executive, Duty Manager Front Office, Food & Beverage Incharge for the executive floors and lounge

Synopsis : Receiving training in all the major departments of the hotel as part of curriculum of the Hotel Management Diploma.