My Primary role as the CEO & a core team member is to plan & structure the Marketing, Procurement & Strategy direction the unit will chart post acquisition. The Initial period being akin to a startup - my role and sphere of operations is more fluidic in nature, covering most of the avenues & dawning various hats, as and when required, echoing the spheres of operations at various other group companies.

The Power Infrastructure Group was born under a common vision of a consortium of electrical T&D Equipment manufacturers to come under a single umbrella enabling an “Economies of Scale” scenario in terms of procurement & delivery, and in-parallel create a unified branding & common marketing platform of the following products: • Power Cables up-to 132kV Class• Power Transformers up-to 132kV Class. • Electro-Ceramic Insulators up-to 1200kV Class.• Electro-Polymeric Insulators up-to 765kV Class.• Distribution Transformers up-to 33kV Class.• Transmission Line Towers & Ancillary Equipment.• Misc. Galvanized Products.• Engineering, Procurement & Construction – T&D Segment. The core team was formed with a vision of creating a board of the best minds consisting of former Industry leaders from India’s Most Established Conglomerates in this segment, such as Tata Projects, ABI, WSI, Modern Group, PETE group, GEM group, to name a few.My Scope of work for the Power Infrastructure Group is a mirror of responsibilities at Aster Private Limited., with the primary focus on Strategy & Marketing post commencement of unified operations.

Mentoring & Advisory (Pro-Bono) for founder(s) & team members across various Non-Tech segments such as T&D Equipment, Motion Picture Production Houses, Medical Care Facilities, F&B Ventures, Urban Infrastructure & Automotive - EV & Non-EV, alike. With an aim to enable & utilise the wide sphere of contacts & network - The mentoring & advisory period (in most cases) consisted of enabling a vision-mission plan, establishing the business entity, identification of niche segments the founder(s) could look at, followed by the creation of a business plan, in parallel to any other support & intervention as requested by the founders. This activity began on basis of working on “Ideals” instead of “Charges” with a hope to enable a “Pay It Forward” nature of working, rather than a focus on the predominant “What’s-In-It-For-Me” culture which although beneficial in the short term, creates more harm rather than good in the long run. The Criteria of Selection was:1. The Determination & Motivation to Perform.2. Quantum of Challenges.3. Stage & Need.Example of Recent Engagements: 1. Post-Hospitalization Care Centers : Growth & Vision - From a single center to India’s largest in terms of Bed Capacity in a span of 42 months.2. German Auto-Brand Dealership : HNI Niche Creation & Sales Enablement3.Urban Infrastructure: Go to Market Strategy & Sales Enablement.4.F&B: Business Plan: QSR : Middle Eastern Cuisine5.Motion Picture : Proposal Pitch & Fund Enablement for an Award-winning Debutant Movie Director. 6.Electrical Infra Equipment Company : Business Plan, Sales & Strategy.

Nominated to the EC 2019–2021 to enable the continuity of the collective efforts towards SET mandate put in motion by the EC 2017- 2019, under the leadership of FAIM Chair & AIM AAI President: Shri. Nikhil Kamath. The SET Mandate is a three-prong strategy to STRENGTHEN - the Image & Functioning of the AIM AAI.EXECUTE - linkages among the AAI Members, non -members In India, AIM & other AIM Alumni Associations. TRANSFORM - the AAI to become a reliable platform for all the stakeholders. As an EC Member, my spheres of responsibility are as follows, but not limited to:Creation of the Digital Marketing Media. Most recently for over 40 avenues of Knowledge Transfer & Alumni Bonhomie - i.e., the AIM webinars with 25 of them being back-to-back & successfully organized with alumnus speaker profiles ranging from Start-up Founders, Entrepreneurs, Senior Management of Established Companies, Armed Forces & Civil Services across the Seven Continents. Curation of the Digital Library Initiative created for the past & future alumni generations via two prongs of video social media - YouTube and Instagram.As the Chapter Head, Hyderabad, my spheres of responsibility are as follows, but not limited to:Strength the Bonhomie amongst the Alumni spread across the two states – Andhra Pradesh & Telangana, with initiatives commencing for the same from the Mid of 2018:The end result:• Only chapter across India to have regular quarterly gatherings & events. • 10X Increase in the local alumni participation in a year. • Creation of Own Chapter branding – “Deccan Charmers”• Media Coverage across Various Newspapers & Television Channels. The same was attained via:• Unique gatherings – with the element of fun, learning & bonding amidst the alumni. • Themed Events – with speakers from various fields being invited to share their experiences with us. With continuous inputs from Senior Alumnus & assistance from alumni peers who form the part of the Hyderabad Core team.

Gem Cables & Conductors Limited is:1.The Only High Voltage Cable manufacturer in South India, Orissa.2.The largest cable manufacturing facility in South India. 3.Rated as the top 50 Cables Companies in the World by Gobi Intl, UK, based on technology and technical capabilities.4.First to manufacture HV Cables in Single Dry Cure process.5.First to achieve the ISO 9002 Certification in India. 6.First to export its Cables to UAE.7.First to manufacture Import substitute ABC Cables in India.

Project “WS WINWIN” – Proposed acquisition of one of the World’s Most Modern & Youngest Electro-Ceramic production facility, capable of manufacturing Electro Ceramic Insulators up to 1200 kV Voltage Class amongst other products – built with technological inputs from American & European OEM / Manufacturing partners. My Primary role as one of the core team members & CEO designate, is to plan & structure the Marketing, Procurement & Strategy directions, the unit will chart post acquisition. Being akin to a startup in a stealth mode, my role and sphere of operations is more fluidic in nature, covering most of the avenues & dawning various hats, as and when required, echoing the spheres of operations at Aster Private Limited.

A SME start-up based out of Hyderabad, Telangana, India. Into the manufacturing & distribution of electrical equipment such as:1. Electrical Distribution & Power Transformers upto 1000 kVa.2. AA, AAA & ACSR Electrical Conductors. 3. XLPE Cables upto 33 KV.4. Polymeric Insulators upto 400 KV.

Aster Private Limited is a Large Scale Infra Engineering company with presence across Asia, Middle East & Africa. During the period, led the team associated with the creation of a new venture in the Transmission Business Group (TBG) vertical, reporting to the President.The scope of Work:• Creating systems for Management, Resource & Asset Management.• Budgeting, Planning & Execution of business roadmap with quarterly and annual reviews. Via various means, such as:• Macro & Micro-Economic Analysis of the Indian Electrical Sector for Future Growth of The TBG.• Intra-Industry Analysis, Benchmarking The Various TBG Companies against Market Peers. • Identification of Synergies Between the Various TBG Entities Via Various Restructuring / M&A Proposals.• Comparative Analysis of Various Business Models & Financial Projections for Future Course of Action.• Preparation of IM/TEV/Business Reports for Various Projects.• Optimization of Tender Proposals, Budgetary Offers Via Various Costing Methodologies.Contributions apart from the scope of work:Proposal - Lean Methodology Operations Utilizing Six Sigma / 5S / TPM / Japanese Value Methodologies, In The Manufacturing Entities.Proposal - Project Management & Planning of The Various Transmission & Distribution Projects.

An Outlier in the SME Electrical Distribution Transformer Industry. Aaditya Coils Private Limited is one of the first small scale transformer manufacturing company to attain accreditation for Amorphous Core 5 Star Transformers. This segment, which is still in Nascent stages in India & wholly controlled by larger Giants due to the complex & stringent manufacturing process involved, apart from other cost constraints.The Energy Efficient Amorphous Core Transformer would be the future of the electrical distribution in India as the BEE energy norms get more rigid and strict in quest to ensure more efficient distribution of electricity.The firm bagged orders worth INR 44 Million, in the maiden year of operations, under rigorous & time intensive techno-commercial tenders in the Govt Owned Electrical Distribution Companies of the two states of Andhra Pradesh & Telangana.

The HVAC entity was incorporated as a Special Purpose Vehicle for investment into the revival and scale-up of a defunct micro enterprise manufacturing various HVAC coils such as: Hot Water Coils, Chilled Water Coils, DX-Refrigrant Coils, Glycol Coils, Steam Coils & Air Handling Units.This vertical, although short-lived, proved to be an invaluable lesson in financial management in a micro enterprise added to which the constraints one faces while reviving a micro entity with high technical requirements in a business environment with low barrier(s) of entry & exit.Although (fiducial) ROI was 43% , the fundamental lesson which that re-affrirmed was "Cashflow > Profits" . In a more simpler term: Cash is King when it comes to Micro Enterprises.

Played a key role in the due-diligence process in proposed deals to evaluate the strategic fit between the companies involved. This evaluation stage included risk assessments, business overlaps, technology evaluations & addressing the concerns of the Management before a decision is made to proceed with any M&A activity.The learnings from the MPEFB program at the prestigious Indian Institute of Management, Banglore during the same period, equipped me with the needed insights and understandings for the due-dillligence process.

Key learnings during the internship, which was primarily a stage of applying the theory learnt in class on a practical (managerial) level.On a micro level:Rotation in various departments of the company such as (but not limited to) HR, tendering, sales, accounts & finance, in order learn the inner workings. Learning from the key staff members in order to learn about the methods and procedures being followed & how it has changed in their decades of service.Sharpened my multitasking abilities by working with different sets of people and in different departments, each day.On a macro level:Imbibing complete knowledge of the organization to prepare for (future) managerial roles.International policies and practices in countries where the company has presence.Learning from the senior management, the methodology of setting goals and objectives.

Key achievement(s):1. Erection and Installation of Automated computer controlled 2400mm Drum Twister machine, with floating bobbin holders & a rotating closing cum take up bobbin mechanism. 2. Production / Manufacturing of 3*300 Sq-mm, 33kV Power Cable.

The apprenticeship period which began with the fundamental basics of cable construction & production methods.Cable construction which is nothing less than art in the eyes of a cable man, begins from the selection of Electrical Grade Aluminium (or in rare circumstances) Copper., followed by the shielding in parallel with Insulation, In cases of high voltage rating an additional shielding over the insulation is provided. followed by Laying-up & armouring of the cable.learnt the production nuances & cable construction for the entire range of cables & conductors being manufactured.Learnt the plant operations and the periodical upgradation of the machinery to keep up with the Industry requirements.Part of the team which oversaw the maiden production run of 3*400 Sq-mm, 11kV Power Cable, followed by 3*300 Sq-mm, 11 kV Power Cable.Oversaw the civil works required for the plant expansion to induct the new state of art drum twister line.