• End to End sales manpower lifecycle management to drive business objectives• Supply demand allocation to reduce TAT and improve merchant platform experience• Leading the logistics integrations with hyperlocal and national 3PL for ONDC network

Jul'21 ~ Jun'23 Growth in the delivery partner eco system Worked on effective onboards and reducing costsOct'20 ~ Jun'21 Building Z nutrition business Design and execution of the end to end business processes and supply chain with deliveries within 45 minutes through dark storesJun'20 ~ Oct'20 Handled various projects varying from customer delight to marketing campaigns focused on growth. Solving problems using the first principles thinking approachDec'18 ~ May'20 Leading the growth for food@work for MSMEs and satellite offices Digitised operational efficiency metrics and setup processes to achieve operational excellence Worked on the business vertical PnL to appropriate costs and course correct

 Ensured smooth supply chain operations for retail vendors through process design and improvements Led the collaboration and behaviour shaping of vendors to attain maximum synergies in the business Introduced and implemented fixed day scheduling with global brands to achieve predictability  Increased PO fill rate by 10% and decreased lead time by 20% for 70 brands contributing to 67% revenues

 Handling the P&L for brand and proactively driving projects in various areas to attain profitability Developed & implemented strategy for transformation of business model from inventory to market place: o Formulated base margin structure as per profitability targets with operating margin of 17%, best in the industry o Setup on-boarding process and managed listing of over 500 sellers across furniture & home decor categories o Created & streamlined operational processes to service marketplace orders with 96% orders within TAT o Responsible for seller payments including reconciliation and troubleshooting o Designed product roadmap and managed development of online seller panel o Reduced costs for payment gateways, logistics, assembly and repairs to increase overall margins by 3% o Decommissioned existing warehouses and stores; liquidated inventory & assets worth Rs. 200M Managed 35-40 people across multiple teams in operations, logistics, customer service & sourcing Acquisition by Future Group - Part of core team, involved in business plan development and integrations

 Responsible for continuous improvement in order-processing operations: o Improved TAT from ~70% to >90% on-time through ERP system improvements & warehouse process redesign o Eliminated order cancellations due to system errors (from ~5% to 0) o Reduced monthly customer complaints from over 12% to less than 5% Optimized costs through strategic decision making, course corrections and data analysis o Collated monthly overheads and projections while course correcting to bring it down by ~17% o Improved pre-EBIT margins by ~12 percentage points squeezing input costs, logistics and packaging Gained proficiency in SQL & Tableau to automate & analyze reports across functions and from multiple databases

Responsible for throughput, quality and manpower at the warehouse shipping 40K products daily with critical pull times every 4 hours on an average.Driving process improvements and quality at the fulfillment center with customer excellence focus.Process Improvements to drive productivity.

Led various cross functional teams for new model developments, implemented process improvements, solved operational issues, executed projects on cost reduction and planned capacities and off- loading.Developed 34 transmission parts for new model launches including XPro, Igniter, Maestro and Impulse, ensured smooth transition of these parts from trials to efficient and economic mass production within a record time of 10 months dealing with 78 unionized and contractual workers, planned capacity and expansion for daily production of 92 parts assembled in each of 21000 bikes of 6 brands across all 3 plant locations, deployed new manufacturing technologies from ground up to reduce cost and increase efficiency.

Improved existing machining process for cost reduction, proposed and implemented a unique identification system for 106 transmission components, planned and executed offloading for capacity expansion, ensured supply of quality parts from vendors and adjusted the layout to minimize material movement,studied the feasibility and need of implementing e-kanban system to reduce inventory and optimize space leading.