Execute Market Access strategy in focus countries for the Healthcare verticalWork with a Global Team of experts to develop and maintain long term sustainable client relationshipsCreate Proof of Concept models of innovation like Control Towers/ Drone deliveries and robust on line training models for the current vaccine and future pandemic preventive life science products

Successfully delivered financial turnaround: Grew sales 5x in 3 years and achieved profitability for the first time in the 11 years history of the company in this region through top line growth, cost management and improved efficiency.Achieved sales growth whilst delivering significant improvements in both cash flow and AR management with DSO reductions from 71 days to 51 days through optimized use of technology and resources.Overall productivity levels improved by 300% at an FTE level, putting it amongst the top 5 countries within the organization.Transformed the book of business by successfully refocusing and replacing SME/ Transactional clients with Corporate/ Enterprise businesses, building a strategic and sustainable growth model.Was responsible for creating the “IMEA region” for Cargo Partners by initiating business in the Middle East & Africa and creating the management teams.Restructured Sri Lanka and Bangladesh operations to address legacy issues without any impact on customers or revenues

Led operations in 6 countries comprising of SE Asia and whilst supervising agent operations in Laos/Myanmar and Brunei. Served as interim MD for Thailand. Supervised a team of 500 experts, the second largest region in Asia Pacific.Developed the business at >10% CAGR to achieve $165m of revenues and delivered $12m EBITDA (up from $8.5m). During this period a very disruptive “One World” global operating system implementation was underway and the focus on most part was on steadying the business.Added marque accounts such as GM, Caterpillar and GE. Grew the business with these and other global clients including Dow Corning, Estee Lauder, Ford, Siemens and Cummins by expanding solution to either forwarding or contract logistics so as to provide cost-effective integrated solutions.Additionally took on country responsibility, moving to Thailand to serve as interim MD in order to restructure entrenched local management.During Thailand tenure ran and grew complex contract logistics for Ford, GM and Fisher & PykleWas selected to be a part of the core team to prepare the company and the region for an acquisition by improving performance by deploying lean tools and improving productivity

Member of the 4 man Global Airfreight team, reporting directly to the Product Head and COO. The team was tasked with effective allocation of US$ 1.2B of airfreight spend and facilitating this across global and regional core carriers. Personally handled strategic relationships and spend with Asian and Middle Eastern carriers worth $500M.Founded the Air Freight Program that consolidated all country volumes into a structured Enterprise program. Directed a regional revenue of $650M with a $32m contribution. Led a team of 550 airfreight professionals, organized as a business, across countries, on revenue growth, product development, client servicing and operation excellence deliverables. APAC was the largest Air Freight region within UTi with respect to both volume and revenue.This was accomplished, in part, through acquiring key global clients such as GM, Flex, Dow Corning, Estee Lauder, Gap, Adidas and Motorola.Led the negotiation and operationally supervised 2 full year charter programs on the Transpacific East Bound lane for the company with Fedex and Cathay namely. Both successfully established a strong product differentiation and secured key clients for us.Ran a successful four-year charter program for the US Government Dept. of Defence for Afghanistan.Between 2010 and 2012, was sent on a deputation to India as the interim country head and to guide the management team to create a vision and agree on transformational steps to prepare India to be a +$200 Million operation with earnings of 7%.

Responsible for driving growth and optimizing operations. Delivered compounded annual growth rates of 30%. Starting from a base of $8million, built revenues to $120M by 2007, partially through a strong recurring revenue model. Delivered the highest ever profitability during 2005 – 2007Appointed as the Integration Lead, for a major acquisition of M/S Indair Carriers Pvt. Ltd that UTI did in the airfreight business. Integrated volumes of US$ 30m and absorbed 130 personnel into the company with minimum customer and staff fallout. This successful merger made UTI the largest airfreight player in the Indian market.Developed strategic partnerships with Airlines & Shipping Lines to support and facilitate this rapid growth. UTI was recognized as one of the largest 3PLs operating in India within a few years of inception.

One of the oldest MNC’s to set up large operations in India.Established the regional office in East India and some key branch offices whilst being Key Account Manager for the largest Fashion and Automotive accounts in the region.Directed sales and operations to develop BAX to be the largest freight forwarding company in East India with significant contributions to the national gross and net revenue lines.Was one of the key members on the strategy team when BAX decided to take leadership position in the Airfreight market in India.Moved to North India to drive P/L and management of one of the largest regions and the India HQ for the company.