Business Strategy Consultant
Independent
Total years of experience :26 years, 7 Months
Provide market insights and consultation to VCs, investors and new businesses to discover and target opportunities in the consumer durable and automotive space in India and Bangladesh. Consulting areas include Business /GTM strategy, CRM, Profit Center Management, , Sales Management/Productivity and Distribution/Channel management.
One of leading 2/3 wheeler tire companies globally and in India
As Executive Vice President-Marketing, I spearheaded a large globally dispersed team to lead end-to-end sales and marketing operations of the company globally that included OEMs, the Indian replacement market and 37 export markets for 2/3W tires.
I directed initiatives impacting a large network comprising of >1, 400 direct dealers, distributors and >17, 000 Sub-dealers.
I was a part of the core strategy team comprising top management, BCG and McKinsey that worked on re-branding, capacity enhancement and global expansion (organic/inorganic).
KEY ACCOMPLISHMENTS
► Designed & led Sales & Marketing strategy for the entire INR 21 billion tire business spread across four verticals. In a year impacted by demonetisation, escalating rubber & RM prices and flattening of demand, I delivered significant growth in volume sales to register 42% (and largest) share of 2W tire OEM-SOB in India
► Reorganized After-market channel policy, identified markets pan-India with negligible presence and pursued new dealer appointment as part of the “Reach & Extraction” strategy put in place along with BCG/Mckinsey. Increased market share by 3% during F16-17
► Minimized negative impact of changeover to GST by judiciously meting out product disposal schemes to the sales channel and working on minimal field FG inventory in the first half of FY17-18.
► Led exports of TVS 2/3 wheeler tires to 37 countries globally that consisted of the South Asian, Middle Eastern, African & Latin American blocs. Oversaw network correction in South Asia & Latin America
► Faced with a severe slowdown in the key Africa market, changed focus to get higher share from Asian and Latin American blocks and renegotiated business terms.
► Changed the international business strategy from an “Opportunistic Sales” model to a “Country Presence” strategy & initiated country specific product development
► Carried out the first ever promotional campaigns in Sri Lanka (Australia-Sri Lanka cricket series) and in Columbia and Mexico.
Located at Madurai & Calcutta/ Dhaka (Bangladesh)
TVS & Sons is a leading automobile and parts distribution company in India. Flagship company of the TVS Group.
For this role, I reported to the CEO of TVS and the Board of TVSAB, Bangladesh. I was handpicked to oversee the struggling business of TVS Auto Bangladesh (TVSAB) that assembled and distributed TVS motorcycles and three wheelers, with a mandate to bring about transparency in operations and put the business on a profit-making course.
TURNING AROUND OPERATIONS & DELIVERING PROFITABILITY WITHIN 2 YEARS
► Augmented the sales and service channels, introduced planning & review mechanisms and enabled sales growth by over 50% (market share growth by> 6%) in a period of 2 years during which the industry de- grew by 2% due to political strife and changes in government legislation in the country.
► TVSAB emerged as the most profitable business within TVS & Sons for two successive years in a row (FY 14-15 and FY15-16).
► Developed trust among the JV partners and facilitated additional marketing support for TVSAB from the OEM in FY15-16 along with price reduction of critical SKUs up to 12 % that ensured profitability of operations
► Delivered a highly successful 360 degree marketing and service campaign including a digital on-line campaign that significantly enhanced brand image
► Opened the first company owned & operated showroom for vehicles and service in Dhaka followed by several more to improve the service network and customer confidence in the brand.
► Facilitated a Long Term agreement for manufacturing of TVS motorcycles in Bangladesh and led the same initiative for a Greenfield project and parts localisation in Bangladesh
Located at Madurai near Chennai.
Reported to the Global President.
Here I provided leadership for a commercial vehicles’ auto-components business that involved sourcing white-label components, branding and Pan-India distribution. I grew the struggling business by adding component lines, expanding reach and improving competencies. Toned down operations in the third year, exited non-growth markets and oversaw a successful merger with a newly acquired UK-based component business under a new brand name.
KEY ACCOMPLISHMENTS
► Doubled the top-line growth of TVS Branded Parts revenue from F11-12 to F12-13. Achieved break-even within 2 years Improved gross margin on products by over 10% and reduced inventory by over 90 days.
► Played a key role in increasing income. Enhanced productivity while reducing operational costs cutting down working capital requirements and amending/re-negotiating credit policy with customers & suppliers
► Devised and implemented a strategy to rapidly scale up the monthly business run-rate. Expanded the product range to triple the product lines offered in a span of 3 years.
► Led change implementation for global-industry best practices as per UK based entity of TVS-Universal. Recruited Pan India sales & operations team creating responsive & market driven organization
► Introduced the UCap brand of parts in India and successfully and seamlessly merged the TVS Branded Parts business with the new business with minimal market and internal disruption.
Since this was a start-up venture, I was tasked to establish the partnership business venture. I successfully executed recruitment of Front & Mid-Level executives and conducted sales training programs for front-line team in various client organizations.
Panasonic is one of the largest Japanese electronics producers and world's 4th largest TV manufacturer.
I was hired to kick-start and scale up the Panasonic Air conditioners business to a pan-India level. I set up operations, designed entry strategy; handled product & market planning, sourcing, pricing, channel management, logistics and monthly financial assessment of business results.
KEY ACCOMPLISHMENTS
► Conceptualised and introduced several new and pioneering products and successfully drove a unique strategy that positioned the ‘value-for-money’ Panasonic AC in the premium segment as a high quality, top brand for the first time and only in India
► Gained a market share in excess of 5.5% with about 25% share in the premium segment. Grew business from a start-up stage in Apr’07 and achieved break-even in the 3rd year of operation
► Drove long term agreements and expanded a multi-format dealer/distribution network to 2400+ pan-India to scale up the business and drive product availability across markets and formats
► Negotiated with global headquarters for an increase in market investment to fund all major ATL & BTL spends and underwrite product warranty in India to limit exposure for the new business while improving profitability
► I became first Indian amongst global recipients to receive MEI President’s Award for business growth.
Located at Delhi & Chennai
ETA General is a JV company with Fujitsu General, Japan. It is today the most preferred brand in the Air Conditioners segment with a premium brand positioning in the Indian market.
As Dy. General Manager Marketing I headed the marketing operations of the company in the year 2006 based out of the HQ in Chennai, prior to which I was head of sales and marketing operations for North Region from New Delhi.
During the tenure, I was tasked to restructure & expand the channel network and also drive business strategy & objectives.
KEY ACCOMPLISHMENTS
► I was successful in restructuring & expanding the channel network and while reducing receivables by 70% to turn around business for north region. Having tripled the top line in 2 years contributing 36% of overall company turnover, I was tasked to handle strategic marketing and effectiveness programs for the organisation
► Improved organisational productivity and aligned strategic & operational focus by formulating KPIs as per Balanced Scorecard
► Teamed up with Vestar, Turkey for the introduction of affordable range of appliances in India
► Rewarded and recognized for overseeing a successful pan-India, company-wide roll-out of ERP (SAP ECC 6.0 with Solution Manager 4.0) in a record 5.5 months in collaboration with Mahindra Satyam.
Located at Ahmadabad and Kolkata
Hitachi (now Johnson Controls-Hitachi Airconditioning India Ltd) is one of the leading AC&R solutions company in India.
I worked there as GM-Sales Systems in 2003 based at Ahmadabad and oversaw sales promotional activity, productivity and business planning.
► Led business growth in the eastern region and improved market share by 5.5 times in a span of 5 years. Turned around the region to a profitable business unit
► Successfully rode the retail wave in India to pioneer the company’s foray into the retail channel segment and set up Hitachi as the leading & most preferred air-conditioner brand in East as endorsed in Business World magazine
► Developed and introduced a very effective Credit control model for the regional business that was adopted by the whole organisation.
► Rated as one of top 6 performers in 1999-2000
► Subsequently, I was tasked to head business planning on a Pan-India level and also drive the sales effectiveness program in the company