Developed corporate strategy towards client's 2018 vision. Identified growth opportunities, assessed acquisition targets with valuation models. Revamped distribution through market research, Voice of Customers/Dealers, channel redesign and BPR at corporate and regional level.
Entry plan for premium smartphone business in India — consumer segmentation, supply chain configuration, product pricing strategy, and phased market rollout plan.
Set up infrastructure and enabled DTH launch from day zero. Designed supply chain, field force structure, dealer management systems and all supporting processes to go live nationally.
End-to-end program management for a new telecom JV (Indian business house + UK company). Procurement planning, financial planning, sales network rollout, setup of key business processes.
Full business plan: sourcing, product strategy, refurbishment operations and sales strategy. Developed and empanelled sourcing and sales partners. Set up infrastructure to refurbish 20,000+ phones in Year 1.
Analysed and redesigned outbound supply chain. Benchmarked against leading handset and FMCG supply chain practices. Worked with 3PL partners to improve sales performance.
Comprehensive entry plan for the residential water purification segment — sales strategy, service design, distribution architecture, and organisation structure for the new business unit.
Developed Customer and Contact Centre strategy. Reviewed business strategy, designed new processes, implemented eCommunication and eCustomer modules of Siebel CRM.
2-year engagement to execute transformation across Site Acquisition and Tower Deployment. Enhanced delivery capacity. Improved EBITDA and ROCE through strategic initiatives and O&M vendor management.
Productivity improvement program and corporate restructuring — identified manpower reduction and redeployment opportunities. Worked with CEO to design new sales force organisation with productivity targets at each level.
Helped stabilise and grow business post-acquisition of a submarine cable company. Designed 100-day merger plan and cross-functional processes to help the combined entity operate as one team.
Planned and implemented real-time Operations Control Tower managing 50+ KPIs — order processing through delivery and return. Hypothesis formulation, data analysis and tech interventions. First-mile covered in Phase 1.
Redesigned Snapdeal's fulfilment network using network modelling tools. Roadmap to open/close warehouses. Introduced Ship-Near and Move-to-Surface initiatives to improve unit economics.
Redesigned end-to-end reverse supply chain for customer and undelivered returns. Door-step verification, QC centres, refurbishment and repackaging program. Optimised network location and liquidation norms.
Owned unit economics of all shipments. Overhauled financial management — provisioning, reconciliation with logistics and warehousing partners, cost reduction projects, courier allocation logic redesign.
Owned ₹200 Cr/year P&L for consumer devices. Managed OEM tie-ups with ZTE and Huawei for white-labelled devices supplied to Airtel. Developed growth plan for IoT and GPON devices.
Full P&L for Harman Lifestyle Accessory business. Annual plan and GTM across General Trade, Modern Trade and Online. Partner onboarding framework. Built complete org structure. Negotiated exclusive multi-year Motorola deal.
Designed overall structure and fulfilment network for Airtel.in. Onboarded seller partners. Enabled platform to handle multiple device categories across multiple brands.
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Transformed the organisation — sales and marketing structure, distribution architecture, dealer and field force effectiveness, after-sales strategy. Worked with dealers to streamline operations. Explored new overseas markets, optimised debtor management, reviewed product portfolio.
SME inputs for Sales Enhancement programme through dealer management solutions. Selected and implemented Sales Force Effectiveness solution. Set up analytics department for real-time field data from dealers and sales force.
Ran pan-India operations across 22+ fulfilment centres, 70+ enterprise brands across B2C, D2C and B2B. Built centralised Business Excellence team with AI-assisted Command and Control Centre.
Centralised operations governance. Redesigned processes and policies for customer, vendor and partner management. Established automated workflows and KPI reporting framework for the Command and Control Centre.