Neeraj Mishra

• Operational Recovery & Stabilization: Stabilized 'Day 0' environment that lacked foundational processes. I authored and implemented 22+ core SOPs—spanning Sales to Finance; transformed a fragmented startup culture into auditable, scalable operational framework with strong governance.
• Strategic Partner Engagement: Directed the onboarding of high-quality customers such as Amazon, Delhivery, Loadshare, ElasticRun etc while managing complex SLA requirements & ensuring fleet uptime (95%+) despite external OEM instabilities.
• Leadership & Role Clarity: Transitioned a fragmented team into a high-performance unit by restructuring the team into functional units; defined clear KPIs, organizational hierarchies, and accountability frameworks.

The company deals primarily in health and nutrition category. It has the principal distribution rights of Glanbia (Optimum Nutrition, Isopure, BSN). Along with catering to B2B channels, we also handle B2C, D2C and key accounts business of the Glanbias India division. The company also does distribution of Wipro products (Bio-essence, Aramusk, Yardley, Rania, Santoor, Evecare) across ecommerce B2B, B2C and D2C channels.
• PnL responsibility of the entire business ( ~450 cr Revenue per annum). Handling a team of 27 people across business development, customer acquisition, B2B/B2C/D2c operation management, finance and HR.
• Helped expand the newly launched D2C business - tech-stack development (introduction of Clickpost, GoKwik etc.) leading to exponential growth of business (~1Cr in Aug - ~3.2 cr per month in Jan24)
• Currently leading a number of tech-transformation activities in the business (ERP implementation, activity automation, D2C/B2C data-lake creation).

Awarded Leader Extraordinaire for consistent performance, supporting business growth Awarded Golden Ticket for the young leader with great potential. Rated top performer (A*) in last two years.
• Heading pan-India B2B grocery warehouses handling INR 10K Cr+ of revenue. Ramped-up operations from 27 to 170+ FCs spread across ~75L sft. Developed & scaled the team from 3 members in HQ to 11 and 25 in region to support the 5x growth.
• Key responsibilities - Operational performance monitoring; Continuous product/process enhancement to improve operational KPIs; Data analysis and dashboard development for performance review & monitoring; Building new processes & developing training repository; Continuous training of the ground team to build culture of performance; 3PL Management; Network Expansion; Cost Control; Inventory Control.
Key Achievements
• Led the expansion of FC footprint from ~28L to ~75L and improved OTIF by ~85% to 98%.
• Ideated and implemented ~20+ (70 in pipeline) product/process enhancements to reduce errors and improve eficiency - responsible of continuous development of FC product stack (e.g. AI based sloting, IM-WM migration, IMS development etc.)
• Headed the development of 60+ tableau dashboards for focused data analysis & end-to-end performance monitoring.
• Originated and launched Center of excellence, repository of all the training modules, SOP, process knowledges, simulations and video content, streamlining training & development of warehouse teams (25+ video modules, 70+ functional presentations, 15 SOPs). Conducted ~1.5L training hours for 3PL and Reliance team.
• Slashed the FC cost by 3.5% by driving a number of system/process improvements. Currently in process of migrating 50% sites to full 3P-hybrid model.
• Collaborated with Bain Consulting in preparing & implementing the business and supply chain transformation project.
• Undertook a detailed pan-India grocery demand mapping study with Chainalytics to prepare 5-year comprehensive network expansion plan covering 90% grocery demand with details of cost, capex and expansion rollout strategy.
• Conceptualised a fully automated grocery Warehouse with our automation partner - design finalized and under development

• Led the operations of Delhiverys largest hub and sortation center at Tauru (~6L sft) accounting for 25-30% of Delhiverys business. Headed a team of ~2500+ people (Direct reporting of 6 Senior managers).
• Key responsibility - Engage stakeholders (product, tech, process engineering, CX, CS) to improve the quality of operations; 3PL management; Team Management. One of the youngest Director, entrusted with ensuring smooth operations at the most
Delhivery. Key Achievements
• Improved the hub/FM service level from low 80s to 95%+. First mile B2C service levels are at 98%+ & hub service levels are at 90%+.
• Successfully completed the transition into the mega 5.6L sq. FT facility. Maintained the SL at 90%+.
• Headed the commissioning of one of the largest sorters in the Delhivery network (32K shipments per hour).
• Implemented a number of operational processes to improve B2B SL from low 50s to 80%+
• Improved the productivity from 1.6T to 2.2 Tonnes (~37% increase)
• Ideated and worked with product team to implement tech solutions to debotleneck the operations.

Rated Top Performer (3/3).
• Campus hired for Group Leadership Resource Program AALP (Adani Accelerated Leadership Program)-2019 cohort
• Key Responsibilities - Business feasibility assessment, due diligence, financial modelling, and business case preparation for organic and inorganic opportunities in multi-modal logistics park, warehouse, cold-chain, rail and airport freight stations.
• Additionally, single-handedly managed the entire PMO & Strategy ofice—directly reporting to CEO Business Development
• Evaluated business proposals for fulfilment center development for Flipkart and Amazon (~2500 Cr. Capex)
• Prepared, evaluated and implemented business transformation plan for Kanech Logistics park. Proposed plan would improve revenue from ~10 cr. to ~20 Cr pa (~75 Cr Capex).
• Conducted feasibility study, financial modelling and developed business cases for MMLPs at Mundra, Patli & Nagpur (~550 Cr. CAPEX).
• Part of the core-team responsible for business & operational due diligence, future expansion plan and financial modelling for Snowman (FY20 Revenue 250 Cr, 2X growth in 5 Years).
• Evaluated 5-yr post acquisition strategy for Concor (~INR 15K cr. M&A under consideration) PMO & Strategy (CEOs Ofice)
• Designed & delivered a botom-up 5-year strategic plan, covering organic expansion of 8 business verticals, technology roadmap, HR and Capex strategy (5 X revenue growth, EBITDA Margin improvement from 16% to 28%).
• Facilitated the annual AOP budgeting exercise for FY21, covering 8 business verticals— (2X revenue growth, 10% margin growth).
• Formulated a program to turnaround domestic rail business. Responsible for delivering PnL (~250Cr) of the business.
• Initiated a project of Solar installation across our facilities--operating cost reduction by ~5-7%.

• Campus selected for Shells International Graduate Program (among top 81/14000+ graduates from 26 countries).
• Managed 20+ technicians and more than 70+ contract workers. International Assignments - Australia & Tunisia Assignments in operations, engineering and project management in Tunisia and Australia.
• Ideated and led a multi-department alarm rationalization exercise for Hasdrubal Plant in Tunisia, achieving the targeted alarm KPIs and reducing unplanned downtime by ~40%.
• Headed a reliability study & prepared failure models for un-manned platforms, improving maintenance plan & reducing downtime.
• Supervised a team of OEM, vendors, operators & contractors in successful commissioning and start-up of automation systems, instrumental for QCLNG Train-1 start-up.
• Authored operational performance testing criteria for 50 key fiscal/custody flowmeters and entire automation system for $ 21B QCLNG plant. Key document instrumental for on-time start-up of the plant. Operational Improvements - Panna Platform, India
• Led a cross-functional team to commission Zero-Flare System. Increased production by 2 MMSCFD & realized savings of $2M annually.
• Authored SOPs for all automation systems at unmanned platforms, reduced downtime by ~30-40% & improved KPIs by ~15%-20%.
• Headed an automation project to increase the availability of data at unmanned platforms from 40% to 85%, cost savings of worth ~$100K annually & beter reservoir optimization resulted in $2M production increase annually.
• Led a team of 50+ to commission the automation system on a newly erected $100M Mukta unmanned platform.
• Initiated a project to resolve critical Fire & Gas automation issues on un-manned platforms, reduced the unwanted plant shutdowns by ~90% and achieved savings of $2M annually in reduced manpower requirement.