Business Operations Head
VGM Consultants Pvt. Ltd
Total years of experience :24 years, 0 Months
This company is 8 year old start up, having its operations in 23 states across the country. It works as intermediary to many Banks and NBFCs to carry out sales and collection on their behalf through both Call Center and Field operations. I look after their West India operations mainly for Maharashtra and Gujrat being based out of Mumbai. When I joined them they were about to shut down this operations with 7 lacs revenue per month. Now the revenue has grown up to 70 lacs per month and by March this will easily cross 1 cr per month which is though not great but after this there will be no look back and journey from here will be on auto mode. 1 Dy. BOH 1 Operations Manger 2 TMs and around 20 TLs to run the call center of 250 callers and on Filed I have more than 150 FOS with 10 TLS 2 Unit Mangers and 1 AM and 10 TLs
It was digital media distribution wing of Hinduja Group Brand named as NXTDIGITAL Ltd, currently this is part of Hinduja Global Services. I started its Headend In the Sky (HITS) technology supported first such content distribution platform in Eastern India. From 0 subscriber, the business grew to around 5 lacs subscribers over a period of 7 years only in Eastern India. Later on I handled rolling out of broadband and OTT also from the same platform.
This was a low manpower industry, I used to carry out this 3 cr monthly business with 1 senior manager 3 managers 2 AMs 1 tech Manager with his team of 7. I logistic Manger with his team of 2 1 Senior Manager MIS with his team of 3
I sold content of television channels like Colors, VH1, ETV, Disney, Sun channels ad TV 18 to various MSO platforms.
The key task was to launch and place different channels in good viewing band with least cost being born in terms of carriage fees and earn highest subscription revenue. This was pre digital state of business.
After digitization the carriage fee concept started diminishing and STB was introduced to the television set so exact count of subscribers started reflecting. This is the time when proper distribution with 100% transparency started coming coming and pay out of MSO platforms shot to minimum 3 times so handle this transition a lot of educating exercises, along with strong PR and vigil.
I used to have digital and analogue team separately below me during this time, 1 more team to monitor only good placement of channels, 1 team to handle this carriage cost etc. There was a dedicated tech team and an audit team to monitor illegal transmission etc.
NEO Sports was obviously a Sports channel Bouquet that was hunting its revenue share in the market where ESPN and Star Sports were dominating to the core. Star Bouquet of channels once included NEO Sports into it but they failed generate separate revenue in the name of NEO Sports. That's when Nimbus took it up independently and introduced NEO Sports as an independent platform. I led the team for East business and succeeded in acquiring separate revenue for the said channels. This was a wonder in the market place. The team here was further laconic with 3 AMs and team of 15.
I handled multiple territory and terrains during this assignment. All 7 states of North Eastern India and Chhattishgarh were 2 exclusive territories I handled in spite of being in East.
I launched multiple Star channels during this tenure and success of Star Gold was remarkable.
Star Plus being the lead channel of the bouquet I was awarded for increasing other channels subscriber number closer to Start Plus.
I was selected as one of the two resources across India to head Digital business for the group in the year 2006. Team was very small with 1 AM and team of 12
This was a FMCG operations with 5 big distributors in 3 different districts for food product range. Here I raised DB to an achievement level of 126% growth where as he was identified to be dropped when I joined.