أليكس توماس

 Managed the Grocery section, for MAF ‘Carrefour’ Hypermarkets to meet Profitability parameters. This included Training and Evaluating employees and creating their work schedules - Maintaining visually appealing Merchandising, Assortment availability, Optimum Ordering cycles, Health code enforcement and Supplier relations - Devising strategies to achieve Sales goals, Managing Budgets, Forecasting Demand, Replenishing Stocks and Monitoring P/L- Meet daily with the Department Head to review issues and expectations - Inspecting merchandise quality, ensure Optimum stocking, Cleanliness of selling area & warehouse - Building customer loyalty by offering more variety, competitive pricing and sustained quality.
(Carrefour has blended corporate monitoring techniques and high standards of in-store display guidelines, evolved over the years through their extensive presence in countries across the Globe, to ensure that the shopping experience is fulfilling in all aspects. Buying patterns are analysed and used to offer competitive pricing, variety and quality.
Working for Carrefour involved an unwavering focus on ‘sales’ and ‘merchandising’. As a Manager I was actively involved in tasking the multi-ethnic workforce of supervisors/staff/merchandisers, to manage and monitor a host of activities like stocking, refilling, labelling, changing displays, etc. The backend activities were focussed on warehouse/inventory management, ordering, negotiating with suppliers and planning. Overall, as a manager; I sustained a 360-degree operational and executional understanding of the business to stay relevant in the hyper competitive U.A.E retailing sector.

Key Accounts Manager for CARREFOUR.
Responsible for ensuring Merchandising, Listing and Sales for all products of MAN Consumer. Achieving monthly and quarterly targets in revenue/turnover.
(Carrefour business contributed to 40% of the total turnover of the FMCG Division of the parent company, MAN INVESTMENTS; while HORECA and Supermarket Chain stores across U.A.E contributed to the rest. This was made possible by relentlessly pitching our products at Head Office Level, continued investment in stores to gain shelf space and a lot of man hours in building relationship with the influencers.)
 Devising Strategies to enable growth in revenue sales, through Sampling & Shelf space availability.
(Gulf Farms basmati rice, Flave Basil drinks, Chef Desire Jasmine Rice are some of the products, which are still much sought-after products in Carrefour stores; due to its taste and brand recall. Gulf Farm Basmati Rice went on to sell over 40, 000 bags, from just 2000 bags, across the 22 hypermarkets during national promotions.)

Aug’09 - June, 15 TATA TELESERVICES Ltd, Karnataka(Bangalore)
As High Value Retention Team Lead - Manager
Key Result Areas
 Heading the High Value Retention process for Mobility Customers.
 Evolve processes, both proactive as well as reactive to retain high revenue generating customers.
 Managing the Agency operation- Creating MIS & Daily Monitoring Mechanisms which points to various milestones that contribute to performance.
 Ensuring Agency’s viability and profitability along with a balanced approach to cost optimization and benefits derived thereof.
Key Result Areas:
 Was Spearheading the Customer Service Delivery for Assam and North Eastern States(2009-2013)
 Monitoring Collections, Retentions and Acquisition Process, which takes care of the complete life Cycle management of customers after being taken on board by the Sales Team.
 Driving performance in all key CSD parameters with a team of 20 Personnel.
 Day to day monitoring of performance of each of these parameters through MIS to ensure key deliverables are met monthly/Quarterly/Yearly.
 Ensuring High value Customer concerns are adequately addressed, leading to sustained revenue growth.
 Ensuring vendors are adequately engaged to maximize productivity. Considering the fact that NESA consists of 7 states with significant challenges in communication; vendor management holds greater significance for optimum utilization of resources.
 Process corrections through timebound Six Sigma projects.

Mar’07 - Jun’09: Reliance Communications Ltd., Ernakulam
As Cluster CC Lead -

Key Result Areas:
 Spearheading initiative for ensuring end to end customer service delivery at Reliance Web worlds and Reliance mobile stores.
 Managing retention and churn activities for the cluster.
 Monitoring revocation of voluntary and involuntary prospective churn customers through a retention lead.
 Administering working of a team of 4 backend staff for monitoring & managing the requests / complaints / queries generated at the front end for prepaid as well as post-paid products.
 Managing up selling budget, cross selling, store ambience and training of front end executives.
 Establishing efficient relationship with high ARPU customers.
 Ensuring prompt customer complaint resolution generated by FOS.

Retention, Collection and Churn management for Bhopal

Call center Agent and then Call center supervisor.

Ticketing, Ramp opertions, Preparing Load and Trim sheet, Co-ordinating passenger departure and Arrival etc.