Fellow

• Aug 2022 - Present

MBA Consultant (Corporate Innovation Unit)

• Jun 2021 - Nov 2021

I interned at the 'Corporate Innovation' unit of EIT InnoEnergy, an initiative of the European Union to accelerate sustainable energy innovations. InnoEnergy's has invested €275.5Mn into more than 480 assets, which have forecasted sales amounting to €5.3Bn.At the 'Corporate Innovation' unit, I consulted for two departments - 'Business Creation' & 'Portfolio Management' - on the following projects:● Advised CIO on optimizing EU-wide deal flow processes through 5 data-driven strategies for 12% estimated cost savings.● Evaluated effectiveness of InnoEnergy’s investment practices for early-stage ventures (6000+ assessed since 2011) by designing and measuring database of success factors; resultant analysis incorporated into investor relations pitch deck.● Conducted competitor research and performance benchmarking to support growth of ventures in InnoEnergy’s portfolio.● Identified 12 high growth investment candidates; one of these was acquired by Siemens, 2 months after proposal.● Additionally, supported portfolio digitization and event management initiatives.

Team Member (Investor Network)

• Jan 2021 - Jun 2021

I helped build an investor network for the FightBack community, a global impact leadership platform for climate action and healthcare, by curating an investor database. I helped build an investor network for the FightBack community, a global impact leadership platform for climate action and healthcare, by curating an investor database.

Senior Manager - Strategy, Planning & Analytics (Founding team)

• Dec 2019 - Sep 2020

As a member of the first 4-man strategy team reporting to Group Director (Supply Chains) of RIL Group for Telecommunications, Oil-to-Chemicals & Retail businesses, I collaborated with diverse stakeholders to drive initiatives including:● Re-engineered a highly fragmented HSE Incident Management System across 3 diverse supply chains through gap analysis and negotiation, improving monthly incident backlog by 70%.● Collaborated with stakeholders across different organizational levels of Telecommunication & Oil-to-Chemicals businesses to ensure effective risk management across company-wide supply chains, improving organizational transparency and efficiency.● Established governance practices for uniform performance tracking and associated reporting at corporate group level.

Asst. Senior Manager - Reliability & Engineering

• May 2019 - Dec 2019

Along with the projects and activities I handled in my previous role, I took on additional responsibilities to eventually succeed my line manager by taking parallel charge. I was also identified as a high-potential candidate to be fast-tracked as part of RIL's FLYER programme.

Manager - Operations and Projects

• Jun 2014 - May 2019

I initially handled a 14-member crew (Average age: 50+) to carry out daily operational activities, later transitioning to a project management role. Key initiatives include:● Delivered 16 projects cumulatively worth $110M within a record turnaround window of 2 months by parallelly managing 6 multidisciplinary teams (50+ reports), resulting in long-term raw material supply security and 20% growth in top line.● Pioneered in-house automation of a hazardous manual task in an agile manner, eliminating fatality risk and saving 75% time; solution used as case study to enhance similar installations across 5 major manufacturing sites by central technology team.● Conducted feasibility study, subsequently designing and executing upgradation of critical shutdown system; resulted in 75% increase in asset availability and 70% faster emergency response while realizing 33% project budget savings.● Strengthened 2 key supplier relations leading to 25% inventory optimization and 50% reduction in procurement cycle time.● Managed digital transformation initiatives such as cybersecurity, advanced controls, training simulators, UI/UX upgradation.● Achieved 10% energy savings while optimizing production throughput by 12% by planning and executing a first-of-its-kind strategic retrofit with zero production downtime.● Increased workforce efficiency by 20% in 7 months & reduced backlogs in service provision to internal customers using kaizen.● Presented insights from past reliability initiatives at a company-wide consortium headed by Process Technology President.● Mentored junior team members to develop continuity of leadership; built 4 modules for competency assurance.

Graduate Engineering Trainee

• Jul 2013 - Jun 2014

● Structured rotations through sub-departments of a petrochemical manufacturing unit to develop cross-disciplinary leadership.● Designed a tool for predicting asset failure (installed base worth $2.5M) and completed planned rectifications, leading to 90% reduction in annualized failure rate and zero dead spare stock.