Cost effective customer centric suite of PSS, Operations, Cargo, Crew Management, Accounting and with e-tickets for codeshare, interline, airline alliances and much more

Sales and Marketing of SAAS of airline solutions from Hitit. Advisor and consulting interest.

Ancillary revenue generation and unbundling options for customer empowerment and win-win

Marketing, Sales, Administration of most important region with revenues of $1bill, a quarter of network and over half of India region. Bulk of Vande Bharat and Bubble flights, Covid rescue missions from NR.

International Stations Advisor and Guide. Responsible for Passenger Handling policies, Regulatory developments, Customer experience and feedback management, Contact Center Monitoring and Contract Units. Cross department and commercial management initiatives ideator and problem solver.

STAR Customer Experience group, Passenger handling procedures, MPSA manual, IOSA/eIOSA Audit process, Feedback management, Call centre operations monitoring and contract administration, Departure Control Systems testing oversight, Active passenger services regulations and liaison with aviation authorities.

Bottoms up setup of SFO station and commence operations in 9 weeks. SFO-DEL nonstop with onwards to Bengaluru, India effective Dec 02, 2015, upon announcement by the Prime Minister of India on Sep 27, 2015 at SAP stadium, San Jose, CA, which too was initiated and coordinated. Brand promotion tag lines were Silicon Valley to Silicon city, Golden Gate to India Gate, Golden Gate to Golden Temple (connection to Amritsar holy city of North India) with considerable success.

Attain cash profitability for region overseeing US & Canada flight operations, sales, marketing, administration, branding, public relations and customer service for Air India for entire Americas. Turnover US$ 200 Million. Image and cash profitability at Chicago, New York and Newark by enhancing revenues, reducing costs, building brand loyalty, improved processes, motivating team, create pull. Community outreach programme with Indian missions for promoting the humanitarian and social responsibility activities of Air India winning loyalty. Air India won Premier Traveler and Global Traveler awards for Best regional airlines for Indian subcontinent/South Asia.

Sales, Marketing, Publicity, PR and operational responsibility for the large Midwest region of US comprising 19 states. Sales growth at 25% to exceed $75 million. Close association with community and ethnic media with high social acceptance helping build brand loyalty and business. Institutional sales helped turnaround to substantial operational cash surplus, from ongoing cash losses of previous decade.

GDS distribution channel management. Revenue Management oversight across routes. Project Management team member coordinating implementation of an array of SITA's Passenger Services Solution. AI acheived STAR membership.Oversee a team of 20 for Passenger inventory management overseeing US$2Billion revenues, and team of 6 for GDS administration, BIDT outsourcing and Reservations-Inventory system testing. Member of Portfolio Mgmt. Advisory group and Codeshare synchronisation for AI in Star Alliance.

US$30 Million turnover station of Air India with 12 weekly flights, and separate 12 codeshare with Kuwait Airways. Turnover/carriage increase 50% in 3 years in competitive market. Directed 24 personnnel who managed 105 active IATA agents, and serviced over 50 Business/Commercial houses in Kuwait, and a GSA in Cyprus.Goodwill and brand consolidation as Manager-Kuwait & Cyprus.Led airlift of 2288 citizens from Cyprus in July 2006 in the Lebanon-Israel conflict, a demanding and emotional experience.

Achieved sales growth of cent-percent by extensive field coverage of specialised and IATA travel agents, manpower recruitment firms, corporate/ business houses, and resident film industry and corporate CIPs using the location of Juhu-Centaur Hotel office to advantage.

Supervisor for passenger services at Mumbai International Airport for airlines handled by Air India, and Air India's own flights. Came with prior experince in Revenue Management, and subsquently went to Sales in North Mumbai achieving cent-per-cent growth y.o.y for 3 years.

Sales and Space Management (now Revenue Management) of Air India's Gulf / US /EUR / Indian domestic flights by rotation. Substantially enhanced profitability by improving S.F. and yield. RBDs were split into region based classes to reflect varied yield ranges. Instituted motivational HR evaluation and enhanced accountability with great results.