Rahul Apte Email & Phone Number

Pune, Mh, In

Marketing Leader ECBU - Responsible for driving the Core Growth & enable the achievement of the Annual Operating Plan (AOP). Identify & Drive Strategic growth Initiatives across Pricing, Promotion, Product Portfolio & Reach to exceed the stretch targets for the year and lay a strong foundation for a three year horizon.Business Development Leader - Growth mindset is an important pillar to the DBU Strategy. The BD leader is responsible for identifying growth areas to increase penetration in low share markets, provide a bigger basket of products to our customers to choose from, leverage our channel to reach new markets and expand our product portfolio to keep up with the market requirements.• Leveraging Channel and Product Adjacencies to expand the product portfolio in existing markets.• Developing New Markets by going beyond Engines.• Diversifying the Product Portfolio – Going Far from Core

India

Manage the Functional Excellence for the Marketing & Sales Function for a US$ 2 BN Cummins in India, devising engagement plans for sub function improvement, driving talent management initiatives & designing competency based intervention frameworks for the capability building of the talent in the function.  Sub Function Development – Assessment of all the sub functions (Process / People / Tools) across the BUs, identification of the gaps and evolving action plans along with the Sub Function Leaders to address the gaps. Talent Management – Successfully evolved a framework for engaging and managing the talent pool the “Confab” initiative. Created platforms for Talent visibility for leaders to view a larger talent pool. Critical roles assessed to evolve the Work Force Planning for the function.  Learning & Development - Conceptualized the framework & Facilitate the following Training programs (ASPire I / LEaD / ASPire II / SDP I & II / HCD) with various development objectives in mind impacting almost 35% of the total head count across various comp classes.  Business Impact – Framework for the Marketing Campaign for the Fleet Engagement. Framework for managing the Market Insights. Automated Data base management system for improved Customer Centricity (DBU). Sales Repository for improving the Knowledge mgmt. &content handling.  Culture of Appreciation – India ABOs participation in the “Legendary Sales Awards” from 2019 Q2 onwards.

India

Responsible for an Annual Business of USD 50 Mio for region (10 plants,5 Customers,40 models) which accounted for almost 50% of the total business annually with a team size of 4 Achievements:1.P&L Accountability – Successfully retained 100% Share of Business(PV) at TML post the JV dissolution with TACO. Successful business acquisition worth 22Mio USD annually for the New Platforms (Tiago/Tigor/Nexon) in PV Business. Increased the SOB for the CV segment from 70% to 85% with Strategic introduction of Mechanical Suspension Seats (5MioUSD annual revenue) in the Signa HCV. Enhanced the SOB for the Bus Seating by 20% by evolving a unique business acquisition model for this competitive segment.2.P&L Management – Transition from “Cost Plus” legacy model of pricing to “Value based” pricing model thereby increasing the overall Platform margins by 2%. Successfully negotiated a lumpsum price settlement of 0.5 Mio USD for the volume drops & also renegotiated the part price for low volume parts.3.New Business Development -New Business acquisition at Hyundai India for “Design & Development” of Metals Structures as a part of mitigating the risk of over dependence on a single OEM in the region.4. Global Projects – Significant contributions in Global Business award (6Mio USD) from General Motors for Mechanisms Business.

India

Handling an annual business of USD 12 Mio (2 plants,2 Customers,5 models) which accounted for almost 65% of the total business annually with a team size of 2Achievements:1.P&L Accountability – Successful in growing the M&M account by adding New platforms (Scorpio Refresh) & Product lines(Exteriors) and New segments (HCVs) (3 Mio USD annual revenue). Successful in Growing the VW account (12 Mio USD) by addition of New Product Line (Headliners) for the Polo & Vento carlines. 2.P&L Management – Led various cost optimization initiatives (Vendor Rationalization & VAVE) to increase the Product profitability by 5% & achieve the Customer price reduction targets of 8%. 3.New Business Development -New Business acquisition at Ashok Leyland for “Design & Development” of Complete Interiors (0.5 Mio USD) as a part of risk mitigation strategy. Volvo India added as a Customer by introducing new product line (Carpets & Headliners) – 1Mio USD business annually. Fiat Punto & Linea refresh business acquisition (2 Mio USD) by ousting the incumbent supplier with a multipronged strategy. 4. Global Projects – Nissan Business (Headliners) acquisition (0.5 Mio USD) for the Malaysia JV.

India

Successfully generated Business Enquiries worth 20 Mio USD for Non TML business as a part of risk mitigation strategy. Carried out the Market Attractiveness Analysis for identifying new segments to achieve the Company Vision of 200 Mio USD turnover by 2012

India

Key Account Management of strategic accounts like TML, Bajaj & Eaton for an annual AOP of 3.0 Mio USD

India

GM (India & Europe), M&M, Honda India. Delivered excellent business results across all the accounts exceeding the annual AOP of 1 Mio USD. Business Excellence Champion for the function.

India

Managed the ramp up of production from 50/day to 1200/day on a production line that was set up for a max output of 800/day. Conducted Pan India product awareness trainings for various Dealers & Mechanics.

Bachelor Of Engineering - Be, Mechanical Engineering

Education record

Education record