Experience

Dmart ( Avenue Supermart Limited.)

• India
• Consumer Services
• 200 - 300 Employee

• Category Head - FMCG

  • Sep 2012 - Present

  CATEGORY HEAD-FMCG • DMART (AVENUE SUPERMARTS) • APRIL ‘17 – TILL DATE Responsible for more than 50% Top and Bottom line delivery for the company, Negotiating favorable terms of trade, leading multilocational team comprising of 350 employees CIRCLE HEAD OPERATIONS • DMART (AVENUE SUPERMARTS) • JUN 15’ – APRIL 17’ Head of Store operations for South Maharashtra, responsible for all the processes, cost of operations, recruitment and grooming of staff, liasioning for regulatory requirements. GENERAL MANAGER• DMART (AVENUE SUPERMARTS) • OCT 12’ – JUN 15’ Led the Business Processes, IT and supply chain transformation agenda enabling roll out of central warehousing, leading to better inventory management and audit controls at stores. Show less



Etisalat UAE

• United Arab Emirates
• Telecommunications
• 700 & Above Employee

• Zonal Business Manager - MP & CG

  • Aug 2009 - Sep 2012

  A zonal operations head’s responsibility extends to three levels in order to ensure an effective service delivery to the customer. a. Management of operations for achievement of objectives across functions b. Management of intermediaries including trade, agencies and service partners c. Management of external environment for ensuring smooth operations Key Result Areas: 1. Acquisition of Prepaid, postpaid and new business subscribers as per objectives 2. Revenue growth from Postpaid, Prepaid and VAS 3. Postpaid customers churn to be controlled as per targets 4. Service reach rollouts to be achieved 5. Collections performance and Bad debts control 6. Distribution expansion and channel development, including retail, as per objectives 7. Development and retention of people 8. Handling environmental issues Show less



Unilever

• United Kingdom
• Manufacturing
• 700 & Above Employee

• Area Sales and Customer Manager

  • 2006 - 2009

  Key Responsibilities: Apart from opening and running 30-35 exclusive showrooms for the brand “PureIt”, job involved working on a direct selling model of selling a water purifier device with a very professional team in the field of Sales, Capability Building, Business development, After Sales Service and more than 600 outsourced frontline sales employees in the assigned geography (typically a state). Key deliverable in the job includes: -Since it is a new business for Unilever India, setting up business from scratch was a key deliverable.Independently opening and running 30-35 exclusive showrooms for the brand PureIt. -Appointment of Distributor with very large infrastructure requirements in terms of fixed assets. -Recruitment of the team in the field of Sales, Capability Building, Business development and After Sales Service. -Setting up 30 - 35 sales offices/Showrooms in the assigned geography. -Working very closely with the Marketing Activation team in procuring the required collaterals for business set up and sales generation as 70% of sales come from Marketing Activation activities. -Actively liaise with Man Power Agencies for recruiting and maintaining the required Man Power strength. -Keeping “Cost of Sales” under budget. -Continuously involve and contribute in evolving better business model and business processes. Key Achievement: Won “Board of Director’s Award” for outstanding contribution in Water Business for the year 2007. Show less



Philips

• Netherlands
• Hospitals and Health Care
• 700 & Above Employee

• Branch Manager

  • 2005 - 2006

  Key Responsibilities: A Branch Manager typically handles a state. This is a Business Management assignment in nature with key responsibilities as under: - Sales and Distribution achievements in the area of assigned Branch. - Managing four exclusive Philips Outlets on a franchisee basis. - Competitive Tracking and Market Share led sales plan. - Maintaining positive cash flows for the branch business. - Managing After Sales Service through franchisee Service Centers in the Branch. - Branch Administration. - Identifying new market opportunities and maintaining price equilibrium in the market. Key Achievements: - Second fastest growing branch in the country for the year 2005: ◘ Value Growth – 34% ◘ Volume Growth – 78% - Delhi was also the second most profitable branch in the country. - Whereas Philips lost 16 share points on DVD during the year, Delhi lost just 3 share points. - At Industry level, TVs declined during the year, Philips grew by 12% and Delhi grew by 53%. - Fastest growing branch in the country for Music Systems. - Distribution in Numbers grew by more than 50% across categories. - Conceived, conceptualized and implemented “ Project S8” ( Service in 8 hours) and achieved 74% efficiency from 4th month. Show less



Unilever

• United Kingdom
• Manufacturing
• 700 & Above Employee

• Sales Officer

  • 2003 - 2004

  Key Responsibilities: This assignment was part of the new rural initiative taken by the company called LAB ( Leveraging All Businesses). This was a Channel Approach taken by the company wherein the key products of company’s all four profit centers viz. Detergents, Personal Products, Beverages and Foods were sold by one team in below 50,000 pop strata towns. Since this was a new initiative, it was a very enriching experience being part of this team and delivering. Key challenges in this job were : -Handling four diverse businesses of the company. -Leading a very diverse team of people who came from four businesses and some of them also being unionized. -Re-aligning infrastructure and identifying geographical opportunities and putting infrastructure to drive growth down the pop-strata. Show less



Unilever

• United Kingdom
• Manufacturing
• 700 & Above Employee

• Sales Officer

  • 2000 - 2002

  Job Description: Reporting to Area Sales Manager, responsible and accountable for an 800 Million sales geography. Job involved following functions. -Meeting Sales Targets in the assigned geography. Size of the zone - 80 crore. -Leading a team of 7 Territory Sales Incharge, getting them to perform, keep them motivated and boost morale of the team so as to generate positive energies. -Planning and putting in place “ Infrastructure conducive to growth”. -Designing and implementing “ Micro Marketing Activities”. -Identifying opportunities in terms of Brands, Geographies & People and translating them into actions leading to sales growth. Key Achievements: -Sustained morale of the team in the wake of the earthquake. Through in depth analysis, convinced the team and set the objective of the year on 4th day of earthquake – “Biggest ever Natural Calamity of independent India and the fastest growing zone in the western region”. Although, Zone finished 2nd out of the 12 Zones, it was a significant achievement as the sales loss due to the earthquake was 11%. -Identified growth bucket in terms of Brands and Geographies ( Brands – Fair & Lovely and Pepsodent. Geographies – Ahmedabad and Rajkot.) through in depth “Benchmarking Exercise” vis a vis Branch. Result: Fair & Lovely Growth : 32% Pepsodent Growth : 48% Ahmedabad and Rajkot outperformed Zone by growing at18% vs. 14% of the Zone growth. -First upcountry zone to go on “Continuous Replenishment System” – the largest IT initiative taken by the company. -Conceptualized, developed and implemented a “ Target Setting Module” which splits Category and Brand targets among all towns. The scope of the module has been expanded and it now splits targets “ Locality wise and Salesmen wise”, making planning and evaluation significantly easier. Show less



Unilever

• United Kingdom
• Manufacturing
• 700 & Above Employee

• Territory Sales Incharge

  • 1994 - 1999

  Reporting to Sales Officer , worked in various parts of Maharashtra. Key deliverable included: -Ensuring sales in the assigned territory. -Maintaining required infrastructure in the territory. Reporting to Sales Officer , worked in various parts of Maharashtra. Key deliverable included: -Ensuring sales in the assigned territory. -Maintaining required infrastructure in the territory.