Providing complete end to end EPC solutions/services for setting up Solar Power Plants in Industries, Educational Institutes, Commercial Establishments, Housing Societies, Green-fields etc.

Expertise in following areas coming out of several assignments handled across diversified businesses, during my long career . .# Advising International Business Houses to build strategies and set-ups, for successfully implementing their "Make in India" Projects. Tailoring the Business Strategies to fit the challenging Indian market characteristics.# Elaborate Strategic Planning Exercise based on Market Intelligence# Strategies for Quantum Growth in Sales Volumes# Strategies for Business Turnarounds# Operational Excellence across entire Business Value Chain# Process Optimization, Resource Planning, Supply Chain Management, Benchmarking, Product Development etc.# Manufacturing Excellence and Setting up New state-of-art Green Field Factories in India# Support to HR processes

MAJOR ACHIEVEMENT - PROFITABLE GROWTHHeading 7x Corporate Functions: 1. Strategy: Order Intake of Siemens Ltd. grew 8 times in 8 years, with good profitability despite major investments. Responsible for systematic Strategy Planning & Implementation for all Siemens businesses. Acquired & integrated 7 companies and introduced many local initiatives for market share growth e.g. New Businesses, New Markets, Market Reach, SMART products etc.2. Manufacturing Strategy: Convinced Germany to accept local manufacturing as the key driver for growth in India. Built 7x new Green-field factories with German quality systems and Indian target costs. Siemens moved from 8 factories to 22 factories in India. Introduced Siemens Production Systems (Lean) in local factories3. Additional responsibilities . . top+ - a tool for monitoring implementation of Strategic Initiatives.Won several global top+Awards in annual Siemens AG Business Conferences.Quality Management, responsible for company’s quality initiatives and uniform implementation of quality systems across divisions, training & monitoring KPIs and ISO certifications. Project Management supporting training / development / certification of project managers in various divisions, using Siemens global initiative called pm@siemens.Siemens One is Key Account Management across divisions & sectors in India.Sustainability is a central initiative which drives our commitment towards our planet, people & profit4. HRD : developed nurtured several top talents, to take up major responsibilities at top level key positions in the Company

MAJOR ACHIEVEMENT - BUSINESS TURN AROUNDLow Voltage Business in a complex situation . . shrinking market, price war, major multinationals entering afresh and Siemens making losses due to costly resources & capital deployed at their factory in Kolkata.Accepted challenging Target to turn around the business in18 months, or “exit” !. . Every action for cost cutting to save the business was implemented, like VRS, reduce capital, ancillarisation, new products but with no success due to ever-sliding market prices. Finally factory had to be closed down.At this juncture instead of closing down the business, it was restructured based on a completely new Business Model, around Mumbai and business grew multi-fold & gained back double-digit profitability in just 2 years, in spite of market conditions continuing to remain bad.

MAJOR ACHIEVEMENT - COMPANY TURN AROUND In 95/96 Siemens Ltd. plunged into losses for the first time in its history, with 7 out of 8 major Business Divisions in red. Created a complete new strategy for every business, as a part of top management team. Redefined portfolio, resources, structures, benchmarked costs, reengineered processes, restructured assets & manpower and came up with well defined strategy for turn around. In just in 18 months, we emerged profitable!During this period, single handedly got involved in entire cost correction process across all businesses & functions of Siemens Ltd. Without external consultants, created own analysis, logic & initiatives. Operating costs in Sales, Service,Manufacturing and Corporate functions reduced. Simultaneously focus was also on Asset Management. Eight factories were converted to lean Manufacturing Units with big array of initiatives at factory level like Benchmarking, MOST time standards, Taguchi Techniques, Space Productivity, Cellular Manufacturing, Supply Chain Management & many more. All initiatives were implemented & monitored simultaneously across all divisions.

MAJOR ACHIEVEMENT - TURN AROUND THRU QUANTUM GROWTH A loss-making factory for long time. Took up major challenge for -“quantum jump in the factory output” – Doubled factory output in flat one financial year, without adding any resources or investment or space or outsourcing. And after almost 15 long years of losses, factory turned around and since then never looked back for next 20 years. It was a mammoth task but the key to success was sound planning & team-work.

MAJOR ACHIEVEMENT - REDESIGNED & TRANSFORMED a factory with > 700 employees – introduced new technologies in 5 phases, smoothened work-flows, redesigned products to meet target costs, simplified manufacturing processes, designed & developed special purpose machines, developed capable vendors, redefined make/buy policies and introduced new productivity systems.I visited Germany and many other countries several times.I was developing / upgrading / replacing machines, processes & assembly lines, to reach technology-levels as good as our parent German factories. Some highlights: designing & developing special purpose machines & tooling, introducing CNC technologies (in those days, it was all first time in India) A primitive factory, with all manual processes, was converted into an ultra-modern infra-structure, in line with German standards!

First 3 years in Manufacturing, as Shop-in-Charge of entire Pre-manufacturing Section (128 workmen & 8 supervisors) Direct exposure to handling labour & shop floor experience.