Experience

NRB Bearings Limited

• India
• Motor Vehicle Manufacturing
• 700 & Above Employee

• Lead, Aerospace, Emerging Businesses and PMO

  • Feb 2017 - Present

  • Strategic and Tactical Planning: Heading the aerospace and emerging business segment with responsibility of profitable growth of the business, developing & implementing market entry, product development and growth strategies to ensure the business unit achieves its operational and financial targets.• Evaluating Competitive landscape, new business initiatives, customer specific strategies and updating internal stakeholders of competitive threats. Acting on aerospace industry intelligence and contributing to decision analysis, formulation & implementation of long term & medium term corporate strategies, business plans.• New Product Development & PMO: Leading and Providing key inputs to product managers, program managers for new product introductions, life cycle management, capacity, capability and cost reduction initiatives.• Business Alliances: Leading engagement with key domestic and foreign aerospace OEMs, MoD, GOI, DPSUs government & Industry bodies etc. and deciding on terms of agreement with strategic alliances partners.• Relationship management: Interfacing clients for sales promotion, contract or product related complains over complete product lifecycle. Developing customer satisfaction methodology, measuring customer feedback and creating action plans to improve customer satisfaction. • Marketing & Communication: Leading & managing marketing communication, marketing campaigns in Aeroshow, Space Expos, DEFEXPOs etc. • Bid Management: Leading Pricing, deal analysis and collaborating with principals while guiding the team on analysing client requirements, structuring deliverables, project margins, costing exercises and designing, development & submission tender responses to RFQs/RFIs, etc in competitive bidding. • Budgeting: Preparing annual budget, monitoring, analysing and acting on budget variances, working capital requirement, write-offs, Vendors payment, project profitability and conducting periodic reviews of the projects for actionable points.



Larsen & Toubro

• India
• Construction
• 700 & Above Employee

• Sr Manager, Business Development & Marketing, Aerospace & Defence,

  • Apr 2012 - Jan 2017

  Key Contributions:• Marketing, Sales: Maintained strategic relationships, managed customer base valued in excess of $ 8 million in annual revenue, added new clientele, priced & negotiated multi-crore contracts. • Developed & implemented marketing plans, promotional efforts and built a healthy order pipe line of $50 million worth of new business potential. Built L&T brand in the segment, prepared annual budgets. • Lead strategic planning exercises for aerospace segment and contributed significantly to the Lakshya Program with key product-market growth inputs. Developed & Implemented strategic plans, • Project Management: Negotiated and managed multiple projects/contracts and associated risks Coordinated with cross-functional stakeholders to oversee execution, resource allocation, working capital management, contract closure etc. throughout lifecycle of the project with aim to reduce sales cycle time, revenue leakage etc. • Risk Management: Performing simulation, analysing and reviewing associated risks at different stages of the project along with the risk team for developing and implementing mitigation measures.



Steel Authority of India Limited

• Manufacturing
• 700 & Above Employee

• Assistant Manager, Projects

  • Sep 2006 - Dec 2011

  • Studied and Analysed Steel industry for future growth opportunities, operational strategies, Prepared & presented capacity building needs and financial appraisal of the future projects in sync with company’s long term objective for management approval.• Coordinated with stake holders (multi-divisional) of the project across Cross functional teams for contract administration, processing contract variations, Scope Change, vendor selection, qualification, material sourcing (large supplier base), storage and erection of equipment.• Appreciated by Sr. management for excellence in project management; led a team of 300+ people that successfully commissioned Rs. 450 Cr (2009-10), Rs 150 Cr (2007-2009) and Rs 100 Cr (2009-10) projects on schedule (record time) and on budget conforming to safety and regulatory standards.• Monitored & Controlled working capital, project costs, associated risks, evaluated project charter, techno-commercial proposal, negotiated contracts, processed vendor payments and ensured timely implementation of labour welfare measures in accordance with Factory Act.• Led team of eight people in managing dealers, stockists, daily sales and despatches which resulted in achieving record Sales and dispatch of steel in the month of June and July 2006.

• Management trainee (Marketing Warehouse Operations)

  • Jan 2006 - Sep 2006

  Lead team of eight people in loading and dispatching of for daily sales.Contributed in finalizing handling contractor for Faridabad ware house.AchievementAchieved record sales of 32000tons of steel in the month of June and July 2006.



SBI Capital Markets

• India
• Investment Banking
• 700 & Above Employee

• Intern (Project Advisory & Structured Finance)

  • Apr 2011 - May 2011

  • Studied steel industry in depth and Prepared financial appraisal of 1.13 MT integrated steel plant to be built in two phases with thorough analysis of financial statements of the firm for risk assessment. • Studied steel industry in depth and Prepared financial appraisal of 1.13 MT integrated steel plant to be built in two phases with thorough analysis of financial statements of the firm for risk assessment.



Hindustan Aeronautics Limited

• Aviation and Aerospace Component Manufacturing
• 700 & Above Employee

• Asst. Engineer (Aircraft Overhaul & Upgrade Project)

  • Feb 2002 - Dec 2005

  Key Contributions • Led a team of 60+ employees in delivering Upgraded aircrafts in record time conforming to quality standards during 2002-2005 and established material flow, implemented process, equipment and labour productivity improvement plans that resulted in 30% reduction of production cycle time.Area of responsibility• Project Management & Process Improvement: Planned, executed and monitored daily activities of repairing, overhauling and upgrading the aircraft, analysed and implemented operational improvement, configuration/ change management measures.• Coordination & Customer Engagement: Coordinated with IAF, DGAQA and other stakeholders of the project for validation and approvals of Retrofitting, supported final assembly lines and in service repair at IAF bases.• As a focal point of contact. Supervised and participated in conducting periodic inspections along with DGQA, IAF, rectified technical problems and generated necessary documentations.• Supply chain & Material planning: Up-dated material schedule, streamlined material flow as per Lean management concepts, developed vendors for outsourcing of the noncore work packages which resulted in saving considerable time. Received the 1st prize for HAL Nashik Quiz in 2003 and 2004 at HAL.



Jnana Vikash

• Founding Group Member

  • Aug 2000 - Dec 2001

  As a part of founding member’s family contributed significantly in getting clearances, fund raising and managing construction activities. As a part of founding member’s family contributed significantly in getting clearances, fund raising and managing construction activities.