- Leading the strategic expansion of non-makeup categories, including skin, fragrance, and accessories, with a focus on maximizing market penetration and enhancing customer loyalty.- End-to-end responsibility for P&L management, blending innovative product development with rigorous financial oversight to ensure profitability and sustainable growth.- Orchestrating revenue planning and media strategies to amplify brand visibility, optimize performance, and deliver measurable business outcomes.- Steering key strategic projections aimed at unlocking untapped growth potential (exciting developments on the horizon 😉).

I lead a dynamic portfolio encompassing personal care, home care, wellness, makeup, and baby care categories. My role involves steering assortment design and merchandising activities for these diverse product lines. I am dedicated to driving bottom-line results through strategic negotiation, effective monetization, and implementing a strong sell strategy for the category.Additionally, I take charge of managing inventory hygiene, ensuring optimal in-stock levels, and overseeing working capital optimization. Designing and executing promotion and pricing strategies, crafting event strategies, and formulating growth plans are also integral aspects of my responsibilities. Notably, I have successfully launched 2000+ SKUs and introduced 200+ brands, scaling the categories to 50+ headers with an impressive ARR of $10M+.

Led the launch of grocery category at SuprDailyWorked on coupon optimisation from sun setting free milk delivery coupon to launching free* grocery (non milk) coupon to drive grocery penetration & awareness Worked on getting wholesalers and brands to operate on the daily morning delivery platformlaunched the 1st set of brands like ITC, Britannia, Parle, Coke, Nestle etcled the packaged foods, & beverages category with respect to buy, sell and ads revenue for the categoryled the category with highest ads revenue via sampling channel (largest partnership with monster on their npd - mango energy drink)Improved category penetration from <2% to >31% in a span of 1 year by working on merch & pricing theoryCo-created events like pay day sales and category led events like breakfast zones, dinner zonesImproved buyer penetration of ready to cook items from <2% to >10% by creating the right pairing of bundles, and rich creatives and designing cohoted coupons to try new categories

Led demand growth for Mumbai city, improved pincode density from 7% to 48%Worked on RWA density improvement, took the MTU (monthly transacting users) from ~7 flats to 48 flats/RWAImproved route productivity from 37 orders/day/rider to 55 orders/day/rider along with optimising routes to improve the last mile cost

-took charge of operations for mumbai (western Mumbai and Nashik) retail stores wih major focus on inventory correction and people developement which was not in placedelivered an average of 30% growth over last year in FY18-19 and 5% in FY 19-20(till June) with few stores being as old as 3 yearsdelivered a growth of a max of 81% over last year in 2 of the storesdelivered a max sale of 25lacs from a 280 sq ft store which was at an average of 17lacs in the previous year-took NPS of the region from 42 to 72(max) and average of 61-Gave the lowest attrition in the region for FY18-19 with 0% attrition in direct reportees-opened maximum new stores across region with 3 mall and 2 high street within given timeframe out of which 2, within a year, are giving a growth of 95% and 35%-Managed franchisee and took up their investment to 100% with almost nil pendency in MBQ fill rate

-Developed plan to implement leadership development course for store managers. -Worked on returns control with business and got it down to 5%from 8%-Successfully covered entire west locations with few touched for the very first time from training point of view-Brought down the untrained staff count from 42 to just 2 in a span of 4 months across company and franchisee stores-spearheaded people audit project to understand the quality across technical personnel (optometrist)-trained around 450 people with in-training attirition at just 11%-groomed several staff to taken them to next level into training and got 4 staff out of them into training, with 1 @regional trainer and 3 @cluster trainer role.-11 trainees got selected for the the next role of a store manager or cluster trainer within an average span of 16 months of their joining date

Key responsibilities handled:1. Development of the internal members on products2. Providing trainings to the new joiners across India on the products and technical details3. Training the opticians across West India on the products4. Conducting seminars for the optometry colleges across west India on dispensing skills5. Providing training to the chain outlets across west India dealing with Hoya6. Performing QC on the lenses rejected by the optician and consumers7. Elimination of rejection of lenses8. Performing troubleshooting for the consumers who face problem with the lenses9. Generating sales by the means of focused products for the company10. Responsible for the sales of an area within mumbai11. Appointing new dealers to sell Hoya lenses within an area in Mumbai12. Responsible for reducing the returns by examining the issues and try to solve it in co-ordination with the optician