Following a brief hiatus due to COVID-19, I resumed my professional journey, significantly enhancing my expertise across various disciplines. Throughout this tenure, I adeptly navigated aircraft financing, leasing, engineering supply chain, and contract management within the Fleet, Finance, and Engineering realms. Moreover, I played a pivotal role in implementing financing structures for engines and aircraft purchases, alongside aircraft end-of-lease buyback arrangements. Collaborating closely with the executive leadership team, I contributed to the strategic execution of short-term and mid-term corporate objectives, while effectively guiding multifunctional teams in contract development, evaluation, and execution.

Airline Startup Consulting, Engineering Cost Structuring, Aircraft Lease Contracts, Revenue Management Maximization, Ground Operations Consulting, Route Profitability and Network Planning Consulting

Under PMO role at SpiceJet, the key activity was to look at all costs and activities and achieve cost reductions with improved service standards during airline turnaround process. The role encapsulated looking at all the possible areas of improvement and providing inputs towards costs as compared to competitor airlines.Ground Handling Contracts Cost Analysis and BenchmarkingControls and Performance targets development and implementation across Ground ServicesRestructuring the Hiring process through focusing on Techniques and methods innovationDeveloped Key data identification methods and processesDevelop Risk assessment analysis tool for Ground services Analyzing the current measurable and defining new measurable parameters for Cost Committee for all departments (Ops, Engineering, Rostering, and Ground Services)Providing cost allocation methodsIdentifying Non Value Added services and highlighting processes under VIRO category.Developing processes and contracts providing strategic long term competitive advantageProviding benchmarking data for costsProviding support and recommendations to improve critical information flow within the organization departments in order to achieve improved levels of planning, reliability and profitability.

A key role within the Engineering Department handling multiple profiles and engineering projects as required by managementEngineering Contract Negotiations o Wheels & Brakes Contracts o A320 Components Management by Power By the Hour Contract o A320 BFE Equipment Contractso Engineering Services Contractso New products/vendors proposals evaluationso CFM56-5B Engine Shop Visit Managemento Logistics ContractsProjectso Project Champion for implementing M&E Software RAMCO across Engineering Departmento CFM56-5B Engine Shop Visits Coordination with MRO

A pivotal role as a consultant for clients based in Saudi Arabia providing direction and methodologies for successful projects in maintenance verticals as per stakeholders requirements.Maintenance Merger Re-engineer and conclude merger of GSE Maintenance Organization for more than 1000 GSE Motorized and 2000 Non-Motorized Equipments across Saudi Arabia Setup of Quality Management System and Quality maintenance processes to improve efficiency and reliability Reduce maintenance cost by 20% for the year 2011-12. Achieve 96% Reliability for GSE Equipments for the new entity post merger Achieve 98% Availability for operations for the new entity post merger Strategic Purchasing, Disposition and Conversion of GSE’s to reduce operations and maintenance cost per day for motorized GSE.Project Hajj Operations Provide a road map for Maintenance of GSE Equipments including planning, scheduling, resourcing and executing maintenance during the Hajj Operations 2011 at Jeddah Airport. Undertaking Supervision and Monitoring responsibility for GSE Maintenance for the Hajj Operations 2011Project EASA 145 Setup of EASA 145 compliant Line Maintenance facility in Jeddah for National Aviation Ground Support (NAGS) Focal point of contact for the organization with EASA to meet the requirements of EASA  Preparation of MOE in compliance with EASA and Saudi Regulations Facilitating of the EASA Audit and closures of Audit Findings

A challenging role handling Engineering and Marketing portfolio for Chromalloy in India. During this role my primary responsibilities was as Engine Shop Visit Manager and secondary responsibility was as Business Development ManagerEngine Shop Visit Managero Analysis of critical engine overhaul processes to optimize Engine Overhaul Cost and Improve Turn Around Time (TAT) of Engine Shop Visit.o Developing Engine Overhaul Workscope for PW4000, CFM56-7, CF6-50C2 Engineso Managing the complete Overhaul of Transaero Engines (PW4162) at Air Indiao Working closely with Air India on Engine Buildup involving SB and AD Applications.o Developing logistic contracts and handling contracts with various companies to achieve improved TAT for the Engines.o Negotiating on NTE and Time and Material Contracts for Engine Maintenance.o Analyzing Lease agreements and discussion with lessors to develop methods to lower engine maintenance cost.Manager Business Developmento Responsible for all sales and marketing activities for Chromalloy in India.o Manage the marketing team in India to achieve the sales targets for Chromalloy.o Generate new Revenue models with Airlines by close cooperation with support engine shops.o Develop and Maintain relationships with key Indian Aviation decision makers.