Kaushal سينغ

A start-up engaged in the business of enhancing performance of automotives in the two and four wheeler segments providing quality products, solutions and services to take automotive to the next level of performance for both motorsport and everyday driving through use of leading edge, world-class performance engineering, technical development and international technology partnerships. A testimony to our success with the motorsport fraternity is that today we are:
Technical Consultants and Constructors for the Toyota Etios Motor Racing (EMR) one make championship second year running.
Technical Consultants and Constructors for Mahindra Adventure’s vehicles for all Rally events in calendar year 2013-14.
Technical Consultants and Constructors for 70% of cars that take part in the ITC championship.

Distinctive Highlights
Enabled the organization achieve a 250% growth in revenues for fiscal year 2012-13 and become profitable for the first time since its inception in 2009-10.
Spearheaded various operational activities including Business Plan formulation, Product Strategy, Prototype Development, Sales, Marketing, HR, Finance, Procurement, Logistics, Administration and Identification of new business opportunities that have the potential to become future growth engines for the organization.
Identified sales channels and got involved in formulating strategies for tie-ups with Toyota and Mahindra’s as their Technical partners and constructors of their cars for all motorsport initiatives in India.
Various HR Policies and Guidelines documented and implemented.
Imparted sales training to the team on qualifying potential prospects sales hygiene and large account mapping and management.
Enhanced working capital limits with Nationalized bank (50Lacs to 3.9 Crores) to accommodate financial requirements associated with inorganic growth.
Engaged with Principals from Japan, Italy and the United Kingdom to ensure excellent business relationships.
Reduced inventory-carrying cost from over 26 weeks to less than 4 weeks of inventory.
Book Keeping brought on track through audits (Internal and External), new procedures incorporated to ensure accounting hygiene.
Ensured stock and inwards goods compliance through implementation of a new inventory management tool.
Currently engaged with Investors to raise money to the tune of 150 Crores in a combination of Equity and debt for the organization to ensure next level of growth.
Aligned product costing to actual spends and derived profits.
Brought in focus and emphasis on Design and Engineering our own products, invested in people and tools to enable the same.
Brought in the focus of developing performance products under our own brand thus opening of avenues to create our own IP and be looked upon as a technology company.
Enabled in-house manufacturing of exhaust system solutions.
Enabled and ensured processes are in place for smooth functioning of the overall system.

“The Tropical” was setup with a goal to work towards reducing human-animal conflicts in the wildlife sanctuaries; implement Eco tourism which included Wilderness, Wellness and Adventure Tourism; increase employment of locals, make the local population self reliant through means of technology based agro produce and contribute towards “Wildlife Conservation” in the state of Karnataka by ways of sponsoring activities (Anti-poaching camps) and events in a sustained manner as well as developing an eco system that becomes the learning center for kids of the next generation in the area of wildlife conservation.

Distinctive Highlights
Conducted a research of various wildlife sanctuaries in India to identify potential state wherein wildlife activities could be commenced in earnest.
Obtained project approval from Industries and Commerce wing, State of Karnataka, India. .
Obtained U/s section 109 and purchased agricultural land for Non-agricultural and agro produce purposes, first of its kind approval in the entire district of and only the 5th in 4 years of the running government in Karnataka, India.
Obtained project approvals from the Tourism Department for Wilderness, Wellness and Adventure tourism all under one umbrella, a first within the department.
Worked with various governmental nodal agencies to get government orders issued against existing Karnataka tourism policy.

Nolte is an 85 year old company based out of Germany and is today one of the largest manufacturers of Kitchens and Bedrooms solutions in the world with a turnover in excess of Euro 620 Million. The company hires over 3000 people, manufactures products out of 4 factories in Germany and sells them through a string of self owned, partnered and franchisee based outlets in over 51 countries under the brand name Nolte.

Distinctive Highlights
Implemented best practices resulting in 48% increase in revenue and 70% increase in average monthly collections.
Re-structured the organization to ensure business performance, avoid role conflicts, ensure optimal resource utilization and improve cost efficiencies.
Identified and hired key personal to enable the organization long term.
Aligned the people to their new roles and responsibilities with minimal personal issues.
Organization structure aligned to make possible the training and testing of tomorrow’s managers.
Planned and aligned various activities in the areas of Sales, Marketing, Brand Building, Business Development, Finance, HR and Operations.
Policies and Guidelines documented and implemented.
Imparted sales training to the team on qualifying potential prospects sales hygiene and large account mapping and management.
Set new formats, processes and procedures to identify and track progress across various functions.
Involved external agency to conduct customer profiling, track market and competitions trends besides understanding the modus competitors took to enter and sustain in a new market within the country.
Financial tracking and analysis to reduce cash flow related issues and improve vendor efficiencies.
Identified working capital requirements and aligned potential avenues to obtain the same.
Book Keeping brought back on track through internal and external audits, new procedures incorporated to ensure accounting hygiene.
Re-aligned warehousing to improve business efficiencies.
Implemented processes to identify potential franchisees, their selection criteria, showroom setup costs and ROI, relevant pricing, business targets, agreements etc.

A 130+ Crore group (Manu-retailer) specializing in manufacture and retail of lifestyle home and office furnishing products and accessories made of the finest Italian leather sourced from some of the best tanneries across Europe. Stanley today is India’s first truly home-grown luxury brand with a business divided into three business verticals viz. Automotive, Furnishing (Home and Office) and Import and Marketing of lifestyle products.

Distinctive Highlights
Spearheaded various operational activities including Manufacturing, Business Plan formulation for various business verticals, Product Strategy, Prototype Development, HR, Finance, Procurement, Logistics, Administration and Identification of new business opportunities that have the potential to become future growth engines for the organization.
Organization achieved its highest manufacturing turnover within a month of my taking charge (7.84 Cr- Feb’08 highest ever in Stanley’s history) followed by 10.12 Cr in Mar’08.
Organization achieved in access of 31% of the manufacturing turnover (>25 Crore) within the first 3 months of taking charge.
Organization achieved a record turnover of 81+ Crores and turned profitable within 15 months of taking charge as COO.
Strategically worked with the front-end showrooms and back end manufacturing to ensure increase in net earnings and profits (08-09) viz-a-vie the previous financial year in-spite of the slowdown various business verticals witnessed over later part of the fiscal year.
Achieved performance improvement from a manufacturing and retail standpoint by reducing the production time from 8-12 weeks (Sofa’s and Recliners) to 3 weeks for Sofa’s and less than 3 days for recliner business.
Reduced re-work and rejects from 8% to less than 0.2% a month.
Re-aligning existing people to the core expertise, defining their roles and responsibilities and ensuring that they delivered to their defined responsibilities (even contract workers).
Ensured manufacturing efficiency (optimal production capacities) during ramp-up (Jan’08 till Sept’08) and ramp down (Nov’08 till Mar’09) from a production stand point in-spite of cash flow issues.
Improved production capacity:
➢ Doubled production capacity of sofa’s
➢ Tripled production capacity for recliners and
➢ Tripled production of OEM car seats and cut panels sets.
Set-up and optimized on the production front to ensure an efficient production of Steel and Aluminum based products eliminating outsourcing activities (better cost efficiency and product consistency) and building in-house expertise.
The above was achieved without increase in employee strength or purchase of any capital equipment.
Reduced inventory-carrying cost from 10 weeks to less than 3 weeks of inventory.
Implemented certain cost saving measures in manufacturing that brought down the fixed expenses by over 6% (8lacs) of monthly expenses without compromising on production timelines or quality.
Reduced manpower by over 20% thus ensuring better-cost efficiencies.
Reduced product input costs varying from 10% to 34% by closely monitoring and negotiating on top 4 of the components that constitute over 80% of our product costs., resulting in over 2.6 Crores direct saving to the organization.
Initiated and strategized on formation of Stanley Retail Limited and acquisition of partner businesses to ensure professional management of retail business.
Engaged with PE’s to raise money to ensure next level of growth.
Aligned product costing to actual spends and derived profits.
Enabled and ensured processes are in place for smooth functioning of the system.

Consultant Jun’07 till Dec’07
➢ Atlantis Labs Pvt. Ltd, Chennai
➢ Micro United Network, Singapore

Atlantis Lab Private Limited: Worked with the CEO and Managing Director of the organization. The Company is engaged in the business of providing engineering, technical consultancy and data migration services to all kinds of business enterprises in India and abroad including businesses involved in manufacture and design of automobile components, heavy engineering, machine tools, and all kinds of engines and appliances.
My role was in helping Atlantis in the following areas before, during and post the acquisition period:
Acquisition strategy
Business strategies
Business Development
Atlantis, received an investment from KLG Systel - Delhi which entitled them to a 51% equity holding.

Micro United Network, Singapore: Worked with the CEO of the organization.
Micro United Network provides end-to-end IT deployment, system integration and custom-designed solutions (Network integration, Network Security, VoIP to name a few) to meet every conceivable business need of SME’s and Corporate’s. My role entailed providing expertise in the following areas:
Business strategies
Senior Management hiring
Sales Training
Sales Planning & Tracking

Spearheaded various operational activities including Product Strategy, Prototype Development, HR, Business Plan Formulation, Market research and Business development in India, Asia, Middle East and the USA for different product lines.

Played a vital role in securing business relationships with Titan Industries, Verifone, etc and achieved profitability within 15 months of inception.

Distinction of bagging the following awards/ accolades in lieu of excellent performance.

-Wireless Innovation Contest runner up for its Payezee product, CTIA, Orlando, March 2007.

-Red Herring’s 100 Asia award in August 2006.

-Indian Express reported Innoviti to be among the top 5 Indian firms for the 21st century.

-Mita, wireless mobile accessory for women was short listed as Accessory Design Finalist in the Design for Excellence Awards, 2005 conducted by NID and Business World.

-Vaayu, named “one of its kind product” was recipient of Design for Excellence Award in the Best Consumer Electronics Product Category, December 2004.

Nov’99 to Mar’01
General Manager - Business Development

Successfully conducted market research & analysis, business viability, manufacturing feasibility studies and field trials of the in-house developed DSL product besides product licensing of the same technology.

Established a new group to grow the company through various organic & inorganic growth opportunities.

Apr’01 to Mar’02
Director- Business Development

Successfully carried out various market trials for value and feature validation for the product- Aparate (emailing station).

Business Plan tracking and updation of Aparate.

Steered Product Line Management for Aparate besides resource development to cater to the changing needs of product program.

Distinction of winning the TQM (Total Quality Management) award for the team for showing outstanding process implementation and improvement.

Apr’02 to Feb’03
Director and Head - Business Development

Identified growth opportunities in newer areas like Defence, Space, Wireless rural communication in India and Product Design Services for product companies based out of USA, Europe, ASPAC, Japan and India.

Demonstrated capabilities in designing and implementing innovative business strategies to ensure new account penetration and achievement of revenue objectives and driving sales growth.

Involved in Account Management, Business Development, Customer Relationship Management, Consultative Selling, Focus on revenues, profitability and growth.

First & only Regional Sales Manager from India to receive the President’s Club Award twice in three years.

Recognised as
a) The only Sales person for generating over USD $2.3 Million in revenues in a single financial year.
b) Only Regional Sales Manager to achieve or exceed his numbers Quarter on Quarter for 11 quarters.

Was identified among 7 RSM’s as the person to turn around the Pune operations of PTC in my second year with the organization.

In a highly competitive & restricted market, broke into 15 new focused competitors accounts in a single calendar year.

Moved 13 positions (from a Marketing Executive to a Regional Sales Manager) within a span of 4.5 years.

Youngest ever Regional Sales Manager within the organization.

Significant contribution in consistently over achieving quarterly and yearly targets by over 120 to 180%.

Ensured rate contract with the Space Organization for 3 consecutive years which accounted for over 25% of its annual revenues from the south region.
Achieved the following awards
Top Gun award in 1995-96 (award inception year).
Team Challenge Champion award winner in 1995.