Worked on a short-term procurement related project for a large private university in Gurugram that has a Medical College & Hospital along with seventeen other faculties and about 8,000 students. The work involved strengthening and restructuring the purchase department, creating a system for its efficient functioning, and ensuring long-term benefit by training the purchase team personnel to negotiate better deals.The work also involved preparing draft Purchase Policy and SOP documents.

Worked on a communication skills related project sponsored by the Govt. of NCT Delhi. The project envisages imparting spoken English Skills free-of-cost to the “not-so-privileged” youth of Delhi through evening/weekend classes.

Primarily responsible for managing back-end operations for all the assessment activities undertaken. Other key responsibilities handled are project management, business development & client relations (PSUs, educational institutions), compliance, strategy, content development (academics).

Ad Sales and branch admin.

Ad revenue generation, managing special events

The company is headquartered in Hyderabad with branch offices across the Telugu states and all the metros. I joined just after the company started the branch office in Delhi, and built and led the ad sales and admin teams. My performance in terms of ad revenue generated from Delhi and the North led to an “incentive” component getting added to my salary within two years.Ad revenue generation:• With a sales team of 5-6 executives I ensured that Delhi (the latest metro branch office of Vaartha) grew into the highest revenue earning metro through both commercial and government ad spends, and developing new revenue streams.• With several strategic initiatives I ensured that Vaartha got more than its due share of all ad campaigns targeting the then unified Andhra Pradesh market despite the high levels of overtly aggressive competition.• By offering state-specific media planning insights to clients in the early stages of their media planning process I often negated the obvious advantages of the gargantuan leader, and ensured inclusion of Vaartha in several media plans. • Carved out a constituency of low budget but round-the-year advertisers with effective value-for-money propositions, adding significantly to revenues. • For the government ad spends routed through DAVP, I ensured that Vaartha always got the highest volume share amongst the competitors.Administration:• A key area of my responsibility was to get new editions registered with RNI and DAVP, and also meeting the periodic documentary requirements for renewals and compliances with support from HQ. • I had regular and close interaction with the CMD of the company, an industrialist and MP (RS), on administrative as well as business related issues.• Organized ad sales conference in Delhi for teams from all the metros, with eminent industry professionals as speakers.

I started my tenure as Senior Ad Executive and, with four promotions in less than five years, grew to Senior Ad Manager. I consistently broke new ground in generating ad revenue and due to outstanding performance got the first of my four promotions in less than a year of my joining even while I was still on probation. • With my intense and strategic efforts at promotion, the hitherto neglected-as-no-hoper southern (Tamil, Malayalam, Telugu) editions of India Today grew into pre-eminent media choices; with Delhi contributing the highest revenue share.• Through win-win proposals to clients and identifying alternative revenue streams, I helped the revenue share of India Today magazines to grow significantly from their already high levels. • By keeping an ear to the ground, identifying leads and following-up on them promptly; I converted several potential opportunities into perennial streams of revenue. • When government ad spends were mostly restricted to statutory releases in newspapers; I generated substantial revenue from this segment for the India Today magazines.• Single-handedly contributed up to 35% share of revenue generated nationally through special/annual issues.• Recognized as the best amongst 70+ participants of an in-house EDP conducted by National Institute of Sales (NIS-Sparta), a subsidiary of NIIT.

Did media buying in print and electronic media for the diverse set of clients handled by me including American Express Cards, Garhwal Mandal Vikas Nigam, The Hindu Business Line and Godfrey Phillips India (GPI) amongst others, and effected significant savings. I was also responsible for coordinating with the other branches of O & M in India for facilitating their media releases in Delhi.

• Revenue Generation: Through intense personal promotion I ensured a steady flow of ads into the hitherto neglected Delhi edition of the newspaper, in a market dominated by giants such as Hindustan Times, Times of India, etc. Though the revenue potential of The Hindu’s Delhi edition was low in comparison to the literally pre-sold Southern edition, the high volumes of ad flow drew praise even from the top management as seeing so many local ads published in it was an eye-opening experience for them. I also generated high volumes of ads for Sport Star magazine and Indian Cricket almanac from the sports good manufacturers clustered in Meerut.• Revenue Collections: Within six months of joining, through persistent follow-up I personally ensured clearing of over one hundred advt. bills outstanding lying with different govt. depts. and PSUs for several months or even over a year.

Starting my tenure as Management Trainee, I worked in the area of sales & marketing, offering customized product solutions to industrial clients including PSUs and govt. depts. My tenure included working with a start-up ancillary company of the group, and the products handled include pre-coated mild steel tubes and specialty paints.