Experience

CASE Construction Equipment

• United States
• Machinery Manufacturing
• 300 - 400 Employee

• Director - Sales and Marketing

  • Dec 2021 - Present



Confidential

• IT Services and IT Consulting
• 1 - 100 Employee

• On a Sabbatical

  • Aug 2021 - Dec 2021



Liugong India

• India
• Machinery Manufacturing
• 200 - 300 Employee

• Senior Vice President

  • Aug 2020 - Dec 2021



JCB

• Financial Services
• 1 - 100 Employee

• AVP/ National Head – Retail Sales (Excavators, WLS, Compactors) and Product Management

  • Sep 2017 - Jul 2020

   Mandated to drive Retail Sales operations (HL) with focus on increasing market share; leading a team of 22 specialists (12 direct reports); managing 60 channel partners across India; reporting to EVP (Sales & Marketing) Worked on Re-Learning to Sell HL by focusing on Market Share, Range, Coverage, Conversion, GTM strategies & event, Participate to Win, Dare to Convert, 4Box Potential Share map, Prospecting Checklist, Stakeholder engagement, Product Pitch, People Connect and Leverage Digital to Energize the Organization to deliver results in HL. Interfaced with the Product Engineering team to streamline variants and launch new product – 21T Excavator.  Developed Prospecting Checklist to address Coverage, Dashboard for on-boarding right manpower to address Industry  Worked with Chapter Vitamins to develop a Blended E-Learning platform, mobile enabled to improve knowledge and hence increase prospect conversions. Increased the total market share to 17% (2018) from 12%(Sep 17) in Excavators, 31% thereby taking the company from No.3 to No.2. Reduced machines receivables from 110 days to 70 days of turnover, by focusing of collections; Reduced inventory (FG and Dealer stock); Increase Price realization through product positioning, resulting in a very healthy P&L for the company  Boosted HL turnover of the organization by 76% from ~ INR 1300Cr to ~ INR 2300Cr within a year

• Head - Product Marketing ( Backhoes, Excavators, WLS, Compactors, Skid Steers, Telehandlers)

  • Jan 2016 - Sep 2017

   Mandated to drive profitable growth through Marketing actions with focus on Backhoe Loader, Material Handling Equipments (viz. Mini Excavator, Super Loader, Skidsteer Loader and Loadall) and Heavy line product (viz. Tracked Excavators, Wheel Loading Shovels and Compactors); leading a team of 9 direct product specialists; reporting to EVP (Sales & Marketing)  Analysed the changing needs and wants of target markets and user applications, through • Multiple engagements methods – direct customer engagement, using appropriate research organisations and capturing of Voice of Customer through various listening and learning posts Developed competitively benchmarked Solutions (New Product/ Augmented product, new markets) to exceed expectations and worked out a sustainable product plan to ensure we are current Worked out a Value offering methodology in terms of competitive Pricing, Product Offering, features & specifications, Product Configuration, Sales Aids Ensured New Product Launches (Demos/Road shows/Events and shows) and extended demonstrations Launched 10 new products in a single year (2016-17)– Highest in JCB history Transformed selling by composite positioning of products and its communication to the field team Re-positioned product range to focus on Heavy Products as Premier Line solutions, Material Handling experts and Backhoe Leaders  Working on future products identified through research, market feedback and future trends in usage. Detailed working through CFTs , FGD’s and conjoint analysis.

• General Manager - Business Growth

  • Jul 2015 - Dec 2015



Hyundai Engineering & Construction Co.,Ltd.

• South Korea
• Construction
• 700 & Above Employee

• General Manager & Head ( Sales & Marketing)

  • Jul 2014 - Jun 2015

   Mandated to drive overall sales operations and enhance profitability with focus on product quality/reliability and reducing Time-to-Market; leading a team of 46 to manage 29 channel partners across India; reporting to MD(Korean) Designed action point program, Created a new Organization’s vision and developed a 5-years roadmap outlining implementable strategies and action plan; created a dashboard for monitoring these Sorted out and streamlined Operational practices for dealers to bring about customer-centricity in Retail segment Worked with Quality Department to improve product quality  Interfaced with the Technical Design team to develop a new range of excavators;  Re-position product range to focus on Mining segment, exhibited product range across trade fairs and interacted with media for product promotions  Reduced machines receivables from 109 days to 55 days of turnover and pushed retail sales to reduce finished good inventory from 452 to 198 machines; resulting in a positive P&L for the Organization – first time in 7 years Worked with PwC to develop an ERP software (SDMS) for Sales review, monitoring and pipeline management Increased the total market share to 16.3% from 14.1% within 6 months, with a 19% MS (highest ever) in 2014H2, thereby taking the company from No.3 to No.2. Collaborated with CUMMINS to workout an FMC and AMC for Mining machines to address After-Sales concerns successfully,  Boosted turnover of the organization from INR 794Cr to INR 905Cr within a year



Metso

• Finland
• Machinery Manufacturing
• 700 & Above Employee

• General Manager ( Project Management, SCM, Installation)-India, Oceania & MENA markets

  • Jan 2011 - Jun 2014

   Joined as Head of Projects, Supply Chain, Engineering, Estimates & Proposals and Installation for Crushing & Screening products in Mobile, Modular & Stationery plants and led a multi-functional team of 40 professionals to manage INR 461Cr turnover Interacted with local and global vendors/ suppliers to source material for customers across India, South Asia & Oceania to customize projects for their specific needs Streamlined supply chain function by scheduling procurement logistics with transparency of 90 days to meet project schedules through intensive planning; brought down manufacturing, logistics costs through supply standardization by 9% Reduced direct material costs through team’s participation and initiatives and boosted profit margins by 5%; redesigned delivery packaging (container / truck) to arrest transit damage and pilferage  Developed and created a dashboard of review process to monitor projects and vendor performances in real-time to ensure and substantially improve Time-To-Market (Mobiles from 30 days to 4, and Modular from 90 to 30) Played a central role in execution of some high profile projects and improving Company’s delivery capabilities: •Larsen & Toubro’s 14No. of C&S plant orders for their sites across India including J&K, Bhutan and Muscat, 2013-14 •Sand plant for Poabs in Kerela, 2011 •High quality aggregate plant of Lafarge in record time of 100 days, 2011-12 •World’s highest crushing and screening plant at Karzok,Leh-India in mere 35 days, 2012 Collaborated with METSO Global to develop a market, in Europe, Middle East , Africa, South Asia and Panama to supply mobile C&S plants manufactured in India resulting in increase in turnover from NIL to INR 200 Cr/Euro 25 mill, in 2014 •500 TPH capacity C&S plant delivered and installed in Chonburi-Thailand for S S Karnsila •300 TPH capacity C&S plant delivered and installed in Vietnam for Uawithya •Various mobile C&S plants for Khalid-Bin-Ahmed (Muscat), Gulfar (UAE)



Tata Hitachi Construction Machinery Company Private Limited

• India
• Machinery Manufacturing
• 700 & Above Employee

• Head Of Manufacturing ( Fabrication and Heavy Machine Shop)

  • Jul 2010 - Jan 2011

  Assigned to act as Change Manager at the Company’s Mother Plant and bring about customer centric approach to Manufacturing Operations on production floor and vendor supplies in order to meet market demands Got acquainted with the Heavy Machine Shop as acting Plant Manager having 280 employees (50 executives and 230 workers) and identified issues hindering the ‘culture change’: •Studied machine conditions and overhauled them to improve production standards; carried out time-motion study to reduce downtime and forecast stage-wise movement in production process •Enforced adherence to production schedule and use of safety measures; undertook disciplinary measures when required •Initiated transparency and equanimity in vendor dealings; started sharing production plans to encourage material procurement at right costs and uninterrupted delivery to production line Improved production from 100 machines per month to 150 machines per month during the course of time and raised plant turnover to INR 900Cr

• Regional Manager (North Region-India) Sales & Support

  • May 2007 - Jul 2010

   Promoted with mandate to effect sales turnaround for increasing profitability through increased market share; led a team of 52 to reorganize the territory having capability to contribute 20% to organization’s turnover of ~ INR 2200 Cr Engaged team by addressing their issues, carried out team building exercises to build a cohesive team and work with the dealer network; promoted concept and action of sales & marketing team with dealers as ‘stakeholders’ in success Started review system, talent management and finance meet for the ‘stakeholders’ and improved customer coverage by 100% and territory coverage by 50% Established connect with lost customers to address and streamline sales, service and spares issues; supported these customers through various schemes: •Devised ‘try & buy’, ‘for hire’ for first time users and made inroads in competition market share •Ensured availability and serviceability with spares to ensure continued presence; increased parts turnover from INR 16Cr to INR 20Cr Experienced marked response within 12months - 10% increase in sales despite market recession; enhanced institutional sales from 5% to 42% in Mining segment;  Imbibed the concept of COGS (cost of goods serviced) in the Sales & Marketing team and encouraged improvement suggestions to bring down various operational expenses, receivable costs to enhance profitability

• National Manager- (Channel Management & Dealer Development)

  • May 2003 - Apr 2007

   Selected to lead the pan-India function to build channel network and facilitate attitudinal change in dealers – from ‘trader’ approach to ‘entrepreneur’ mindset; worked with 34 dealers pan-India through 4 regional managers + 60 sales & marketing professionals Initiated the function at TELCON and devised strategy to bring about change in channel orientation: •Connected with each dealer to understand region specific issues; resolved operations issues to boost relations between dealers and sales & marketing team •Removed non-value adding controls to streamline and centralize bill clearing system ; brought confidence and financial operational discipline amongst dealers •Redefined dealer policies for smooth interaction and information exchange ; brought in focus on SOPs, brand association and reward-recognition for dealers •Devised a unique dealer engagement scheme to right size and develop strong partners; employed various engagement activities •Organized Annual Dealer Conferences ; connected the dealer fraternity through quarterly magazine ‘Telcon Kutumb’; encouraged participation in trade exhibitions •Encouraged stock & sell resulting in increased dealer engagement; market reach increased to 100% and dealer contribution to sales turnover to 90 % Included as a Core Team Member by Senior Management to effect cost reduction and structure Spares business; trained with McKinsey & Co and Siemens & Goldratt Consultants; involved in preparing a 5-year strategic plan and roadmap for implementation •Reduced products MVC by implementing CRISP program developed with McKinsey & Co. •Streamlined spare parts operation, reduced inventory and increased parts availability with TAT of 30 days by working with Siemens & Goldratt consultants •Worked with cross-functional team to evaluate implications of VAT and worked out remedial actions Pushed / Facilitated channel management to grow from 19 dealers to 34 dealers

• Branch Manager-Sales & Marketing (Gujarat & Rajasthan)

  • May 2001 - Apr 2003

   Acted as Profit Center Head to establish the newly created Branch covering Gujarat and Rajasthan; addressed MICA segment (Mining, Irrigation, Construction & Agriculture) with a team of 25 to establish profitability in sales, service and spares business  Assigned to develop market amid earthquake rehabilitation initiatives and structure sales process to establish market presence and reduce warranty costs Grew market share from 41% and INR 150Cr turnover in 2001 to 60% and INR 250Cr turnover in 2003 across complete product range through various strategic initiatives: • Got acquainted with the dealers’ issues (sales & billing process, brand association) and took concrete steps to resolve them • Customized products to suit market needs (stevedoring across Gujarat shoreline, mining products in Rajasthan, salt machine) • Reconnected with strategic customers through addressing concerns through service and spares offerings and made inroads towards acquiring competition customers

• Zonal Manager-Sales & Marketing (West)

  • May 1998 - Apr 2001

   Sought and gained transfer to the Construction Equipment Business Unit of the new JV with Hitachi; managed sales, service, after-market and post sales operations for Aurangabad territory covering 14 districts with a team of 6  Engaged customers through innovative strategies and boosted sales of entire range of construction equipment; established lead at 90% market share and grew TO from INR 25Cr in 1998 to INR 75Cr by 2001; won ‘Best Sales Manager’ award in 1999



Tata Motors (formerly Telco)

• Asst. Manager-Production, Engine Division

  • Jul 1994 - Apr 1998

   Joined as Trainee Engineer in assembly and testing of Engine Division; part of team implementing ‘Fail-safe’, Trained operators on Kaizen, Introduced ‘expert system’ to reduce assembly lapses  Acted as lead member in setting up turbo-charged engine manufacturing facility for Army’s FAT vehicles at Jamshedpur; resolved technical issues to reduce downtime and improve productivity  Liaised with trade union to negotiate productivity related wage settlement and increase production from 100 engines per day to 240 engines per day; led Engine Assembly line comprising of approximately 230 persons (officers, supervisors and operators) Facilitated the manufacturing of smaller engines at Jamshedpur and involved in ISO9000 implementation and certification

• GET (Graduate Engineer Trainee)

  • Jul 1992 - Jun 1994