Associate Director : Category Management

• sept. 2022 - - Prezent

Entrepreneur In Residence : Growth

• iun. 2022 - sept. 2022

Associate Director - Strategy

• apr. 2022 - iun. 2022

Heading strategic alliances for cars24 : Key highlights of he role are - Building sustainable partnerships across the NBFC vertical for maximising revenue and margins 1. Lending Business : Yearly run rate of 300 Cr disbursals from partnerships2. Insurance : Yearly run rate of 30 Cr from partnerships

Senior General Manager : Alliance Strategy

• apr. 2021 - mar. 2022

1. Responsible for End to end partnership strategy of CFSPL : BD, Operations, Sales and Customer experience in partner portfolio 2. Leading a 35 member team to scale up partner penetration for CFSPL disbursal portfolio from 10%( 3Cr / month) to 50%( 25 cr/ month )3. Responsible for Closing FLDG/ Co-lending deals with new financing partners.4. Business head for two wheeler financing business : Owing PnL, Sales, Conversion, BD, Operations, Customer experience for the two wheeler business

General Manager - Retail Lending

• mai 2020 - apr. 2021

1. Scaled up Refinance business from scratch to 3 Cr/ month turnover in 9 months 2. Strategized and created stand-alone sourcing capability and increased the lead generation per month by 5X3. Overall 300% growth in disbursal in 2 quarters 4.Building a totally remote Sales and conversion team and delivering highest productivity5.Leading a team of 15 employees to deliver the fastest business growth in NBFC vertical.

Program Manager : Supply Excellence (Europe)

• aug. 2019 - mai 2020

In this role, I was managing lead generation and conversion capability of these leads for the OYO vacation homes Europe business. 1. Conceptualized and implemented a robust process for lead qualification : i. Changes in the website for the lead generation process ii. Focusing campaign on areas with high GBV homes iii. Setting up a call center for the qualification of leads iv. The lead Scoring process to prioritize high-value leads v. Setting up lead nurturing and CRM program for dropped leads This enabled the supply team to focus on high revenue generation leads and leads which have a high potential of conversion 2. Product conceptualization and Implementation of Internal Sales application: Orbis for the European business The App replaced salesforce and enabled the Business development managers with a 30% improvement in getting supply. 3. Worked on reducing the overall cost per acquisition/house by driving high conversion from the existing pool of leads.

Project Manager : International Operations (SEA)

• ian. 2019 - aug. 2019

I worked towards building Operational capabilities for UAE, Indonesia, and Saudi Arabia.1. Responsible for analyzing the Hotel deals from the Operations cost and contribution margin perspective. 2. Hiring for the local talent for Operations and on the job learning and training program for them.3. Building capabilities to operate hotels at lower operations cost that enabled business to offer a better value proposition to the hotel owner and hence helped in adding more supply4. Managed OYO partnership with Grab for the Southeast Asia Kitchens business expansion. The impact of the project was to create revenue capabilities from the un-utilized space in the hotels.

Process Excellence : Central Operations

• aug. 2017 - dec. 2018

In this role I have worked on 1.Preparing AOP for the Self-Operated the business : The project was intended to create AOP for FY17-18. I took care of the forecast of Operations cost for Flagship and Townhouse business to ensure that we take the challenging target of 30% P&L Profit in Flagship and 20% profit in townhouse by year end.2.Driving Cost Optimisation by Operational Targets: I Owned monthly targets for all the properties that translates into OKR for all the ground staff. The challenges in the projects was to drive all the cost saving initiatives via targets so as to keep the Operation cost within AOP. 3. Designed and initiated various projects to reduce Opex costs of self-operated business thereby building capability of signing properties4. Housekeeping App: Housekeeping app is envisioned to empower Hotel Manager/Front desk person to priorities task for the housekeepers and drive efficiency.Bringing a saving of 3.6 Cr/year for the current Flagship and Townhouse Inventory

Deputy Manager - Process Excellence

• sept. 2016 - aug. 2017

1.Designing of Lean Operations strategies for improving operational efficiency 2.Working with technology and product team to enable technology-enabled operational excellence 3.Managed roll-out of all operations related projects with a focus on adaptability and efficiency improvement. 4.Worked closely with the business stakeholders to develop product that meets internal customer needs while satisfying scalability, reliability, and performance 5.Designed Success KPI's and Rewards and recognition system for6.Operations. The idea brings about ownership and process adherence in operations.7.Worked closely with the Business Intelligence team to design dashboard and reports to enable operational efficiency.

Assistant Operations Manager

• feb. 2016 - sept. 2016

Headed Special Projects, Process Improvement and Optimization • Innovated and Designed SOP for various process to optimize the Operations • Implementing new processes and monitoring the same, which are involved in on-floor operations of the channel and drive projects to enhance performance by coordinating with various divisions like Tech, Sales, Finance • Build Strategy for RTO network expansion in Delhi/NCR that has resulted in getting 96% accurate background check of vehicles • Analyzing data to identify actionable/initiatives for process improvement.• Created a process to procure interstate Cars, resulted in increased business of 10%. • Implemented Scanning and File recording system, saving INR 2.5 lac/ year for the company. • Formulated and Implemented ERP design for Operations, Retail and Sales.

Graduate Engineering Trainee - Process

• iul. 2015 - feb. 2016

Summer Intern

• mai 2014 - iul. 2014

The project was designed to study the efficiency of heat exchangers in the waste heat recovery section. The waste flue gas was passed through 9 heat exchangers to recover the heat and i studied and suggested various improvement methods to increase the efficiency of the recovery process. The project was designed to study the efficiency of heat exchangers in the waste heat recovery section. The waste flue gas was passed through 9 heat exchangers to recover the heat and i studied and suggested various improvement methods to increase the efficiency of the recovery process.