In this role am responsible for delivering the P&L for the business. I work with my team to deliver excellent service and innovative services for our customers.

Interacted cross-functionally with operations, category, and design teams and co-developed community-based programs with operations team to cater to chronic customers.Delivered compelling product offerings aimed at retaining core customers, communicating value, and providing a differential assortment.Key Deliverables.• Gained 32% improvement in customer retention by assessing needs and leveraging existing community resources.• Increased share of loyal customers to 75% and enhance retention at local catchments by utilising consumer insights.• Facilitated business transformation for an omnichannel enterprise by spearheading a shift in focus towards customer-centricity and adoption of digital tools.• Achieved a 21% growth rate for FY 22-23 by accelerating sales of over USD 1.1B across 5600 stores.• Drove growth across channels through both customer retention and new customer acquisition, reporting directly to CEO.

Led transition process from Godrej to RP-SG group after the acquisition and addressed cultural changes whilst aligning organisations accordingly.Oversaw full ownership of omni-channel P&L, tasked with delivering sales exceeding USD 50M and overseeing implementation of Capex and Opex budgets.Key Deliverables;• Accelerated growth in commercial gross margins by approximately 3% and cultivated a high-performing team spanning various categories, operations, business development, and marketing.• Increased share of sales from loyal customers from 75% to 83% by executing a strategic approach and maximising customer retention/satisfaction.• Drove a 2% positive impact on bottom line by implementing operational excellence with a cost-centric approach.• Achieved a turnaround for NATURE'S BASKET BUSINESS in Q2 of 2020 by marking first-ever EBITDA positive quarter with USD 0.8M in profits and devising a sustainability plan for future profitability.

Oversaw development and implementation of strategies to enhance regional operations as well as collaborated closely with cross-functional teams to analyse data, identify trends, and provide actionable insights.Managed operations, service, and store growth and monitored financial performance of 14 stores in western India, generating an annual turnover exceeding 0.6B INR.Key Deliverables;• Achieved cost-saving of 15M INR across all stores by executing operational improvement initiatives.• Supported successful launch of 24 stores in Mumbai, Pune, Hyderabad, and Bangalore markets by leading implementation of a new store opening program.• Established e-commerce vertical with operations out of existing stores driving the omni channel strategy across all hypermarkets and Super stores.

Oversaw general management program and retail store operations as well as spearheaded service recovery efforts through various channels (in-store, click & collect, and online).Conducted thorough research and analysis to identify market opportunities and customer needs, enabling development and execution of targeted marketing campaigns and promotions.Key Deliverables;• Addressed both short and long-term impacts on customer experience by executing a store plan aligned with Tesco's national service plan.• Improved 300 basis points on Tesco customer satisfaction measure within a six-month timeframe.• Enhanced customer shopping experience through direct interactions with customers and colleagues.

Revamped supply chain structure to consist of a vendor-focused Operations team and ordering-focused planning & forecasting teams. Utilized lean management tools such as value stream mapping to implement NOTB (None Out the Back) with vendors and optimize efficiency.Key Deliverables;• Enhanced vendor fill rates from 66% to 84% by implementing supply chain blueprint in India and facilitating creation of joint business plans.• Enabled consistent availability of over 90%, key line availability above 96%, promotion availability exceeding 95%, whilst reducing stock value by 10% year over year and decreasing days cover by 17% through availability/inventory controls.

Designed and implemented category business strategies to achieve key performance indicators (KPIs) for Sales, margin, and inventory for general merchandise, small appliances, and health & beauty. Executed a blueprint for establishing effective partnerships with vendors, aligning with Tesco's best practices.Key Deliverables;• Achieved highest-ever gross margin for health & beauty at 25.6%, with a year-over-year growth of 14.3%.• Drove profitable sales growth by developing joint business plans in collaboration with strategic suppliers.

Executed the category business strategy, internally and with vendors, to align them with the TESCO ways of working. Accountable for assortment & maintaining it through performance review of all sub-categories.Responsible for promotion planning as per the trade plan, negotiating promotional schemes and ensuring availability of promotion SKU’s.

Worked towards improving outbound delivery fill rate for distribution center to >80%.Deployed Warehouse Management System (WMS) at the distribution center.Handled a team of 35 un-skilled individuals to deliver dispatch fill rates to all stores (Improved from 63% to 93%). Worked towards an ideal set-up which would allow for implementation of warehouse management system while servicing the stores. Set working standards with an approach towards continuous improvement with collaborative inputs from teams and functions at the DC.

On board TMM Campeche from September 2003 to January 2004 and then again on LPG/c Harriette N from January 2005 to November 2005Preventive and breakdown maintenance of machineryThe vessel was on a worldwide run and involved working with crew from multiple ethnic backgrounds