Director for North India Last Mile, looking after a) Daily Operations/P&L of 150+ hubs/monthly 6 million packages of forward and return pick up across 7 states (Delhi, Uttar Pradesh, Rajasthan, Punjab, Haryana, Himachal Pradesh, Jammu & Kashmir) and b) Expansion from 150+ hubs to 450+ hubs in North India by Q3 ’22. 25% hubs achieved best-in-competition results with maintaining lowest cost across the zones.

Heading Surat/South Gujarat region with multisite operations - 60K sqft(+30K sqft in sales’ season), processing 4.8 million shipments monthly & Leading pickup team/first mile (4 million shipments monthly). Looking after ‘Man, Machine, Material, and Method’ with the help of team of 20+ Staff/ 400+ operators from Operations, Safety, Transport, Maintenance, Security, HR, Learning, IT. Best performing medium/large site across matrices – CPT, SD Norms, Safety, Quality, Cost, People, Losses. • Planning and execution for 4.8 million Customer Promises monthly with more than 99.9% Accuracy• Successful Surat Site Expansion in Feb ’19 and July ‘20 with sustained customer experience and safe environment• Successfully planned & launched and closed 2 temporary sites (30K sqft) for Diwali ’21 sale in record 15-days’ time• Achieved highest Productivity (800+) for the site and maintained leader/benchmark position for 90% of the time• Operating site at 100-105% Capacity for long period of time in 2020 & 2021: Advantage on Fixed Cost• Manpower planning for 400+ (overall) on BAU and 700+ in Sales; with lowest attrition across network• Led direct pickup team (FM) of 50+ for faster/leaner connection from 50+ sellers/0.9 million shipments monthly• Leading project of BTS (built-to-suit) site of 480K sqft. considering 3 year growth plan• Layout modification for better utilization of available space; saving 15 million INR with avoiding temporary site• Delivered bold bet by processing 6.0 million shipments for biggest/month-long sale (Diwali ’20)• Led Debottlenecking exercise and introduced Intermediate Processing Center with Surat as Proof of Concept• Successful 2020/2021 Sales’ season (~5 in a year): 1.5 times demand than BAU• Initiated and Sustained 1st ever Innovative projects for India Network: Gaylord Usage, Bi-directional Conveyors• Engaging with configuration/design team for improving network efficiency/speed and operation effectiveness

PPart of Unit Leadership team managing Vapi unit, installed production capacity of 1.22 billion tubes/year and 1.14 billion caps/year with approx. 2.16 billion INR annual revenue. Responsible for End to End Supply Chain (with team of 66), which includes Supply and Demand Plannig, Procurement, Production Planning, Inventory Management, Warehouse Management, Dispatch• One of the youngest department heads at Essel Propack• Handling Customer Audits at plant with Zero critical NC and Engaging Customers for future business prospectus• OTIF (On Time in Full) : Key Parameter Indicator depicting supply chain primary objective - customer service → Process Mapping, Involving all stakeholders, Identifying areas of improvement on historical data (6 months)→ Outlining Action Plan for each segment and Weekly Monitoring for continuous improvement→ Improving OTIF from 30% (Dec ’16) to 80% (Dec ‘17)• S&OP for range of products with small MOQ: Pharma/Oral/Cosmetics, Oval/Round, Domestic/Export→ Supply Planning 600 SKUs/month of diverse specifications across 20 tubing machines of unlike capabilities→ Ensuring budgeted machine utilization of 65% and fulfilling customer demand with lead time <30 days→ Plotting across 18 moulding machines balancing internal and external demand of caps• Inventory Management for Raw Materials, Semi Finished Goods, Finished Goods – 110 million INR working capital→ Achieving 99% Inventory Accuracy in both (RM/FG) high staking warehouse, covering 4800 pallet positions→ Special drive for controlling Slow Moving (>120 days) and Non-Moving (>180 days) Inventory• 3rd Party Logistics and Warehouse contract personnel: 12 Staff, 46 Labours• Managing Domestic and Export Logistics (50+ vehicles a day/15+ vendors) for customers with different Incoterms• WMS (Warehouse Management System) Implementation: 1st in Essel Propack, Process Owner at Unit• Basic Understanding of SAP MM, SD and PP Modules (user interface) and MS Project

Profile: Manufacturing ExcellenceProject Title: Production Planning and Capacity Analysis for a formulation plant of Cipla.Approach:- Performed Process Mapping- Identified Areas of Improvement in As-Is Planning Module through interaction with all stakeholders- Developed Model for better organized planning process & Validated the model- Formulate Approaches for Calculating Capacity of a pharmaceutical formulation plantAchievement:- Effectively modified the planning sheet: Increment of 10.39% - 8 Batches/Month in Tablet Manufacturing- Proposed 'SchedulePro’ Software: Specially designed for Pharma. Planning, Scheduling and Capacity Analysis- Successfully completed Capacity Calculation: 17% higher than previous calculated (140 Mn Monthly)

Looking after continuous power generation from one of the units at Jamshedpur Project (667.5 MW = 120x5, 67.5x1), monitoring >100 parameters and managing workforce of >50 for effective performance of Boiler, Turbine and BOP area.• Production Shift In Charge for a Coal based Thermal Power Generation Unit of 120 MW capacity• Coordinated with Load Dispatch Centre in maintaining Zero Customer Complaint• Led an Emergency Handling Team of 20 members for restoring unit, restricting downtime to 40 minutes• Executed Activity Level Planning and Routing of 12 Departmental Projects involving 80 members• Authorised more than 30 permits per month ensuring 100% Compliance of Permit to Work standards• Spearheaded a team of 4 for Implementation of 5S technique in Coal Mill area• Department SDM Coordinator: Facilitated Deployment of Strategic Matrix (BSC), Defined 20 KPIs• Member: KRA Allocating and Competency Mapping team for 64 employees• Finalist of ACE (Acceleration Career Enhancement) - Employee Fast Track Program at Tata Power• Youngest Shutdown Coordinator: A 20 days long Bi-annual activity• Rectified a 7 year long persisting problem of Low Vacuum which resulted in savings of 30 million INR p.a.• Represented Tata Power in a first of its kind ‘Sharing Forum’ between Tata Power and Tata Steel• Executed Failure Mode Effect Analysis on Dyno Drive System, leading to 50% decrease in failures• Achieved 60% Reduction in Light Diesel Oil Consumption, Reducing Operating Cost by 203 million INR• Part of Operation Team achieving internal Record of 342 Days of Continuous Running of a thermal unit