Subhrajit Ghadei

I work as the Chief Executive Officer of LHTL, an SBU of Trident Textile Group.

1. Head the Melange Yarn business with a top line of USD 30 million.
2. Head the bathrobe cutting, stitching packing set up for other garments with a top line of USF 10 million.
3. Head the textile yarn and fibre dyeing unit with a topline of USD 10 million.
4. Launched the Ecommerce platform of the business.

• I work in Group Chairman’s Office to oversee and run program management office for Airports, Sports, Real Estate, Transport, Technology & Business Excellence.
• Devising the strategy to maximize the Non-Aero revenue of New Delhi & Hyderabad airports i.e. Duty Free, Cargo, Warehousing, F&B, Retail & Advertisements. The top line amounts to Rs. 4, 000 Crores per year.
• Devising the strategy for GMR Sports i.e. Delhi Capitals (IPL) & UP Yoddha (PKL) to improve their profitability.
• Monetizing the Airport Land (approx. 4000 acres) at New Delhi and Hyderabad.
• Worked in signing a deal (USD 100 mn) with Asia’s largest Logistics Developer Fund to set up a logistic park.
• Creating Dashboards based on Business Intelligence to review and formulate strategy for the SBUs.
• Currently working with Group Chairman on Business Transformation & Digital Transformation.
• Working on building the strategy on Product Development & user acquisition of HoI Mobile App, an app for fliers.
• Working on creating & review of Yearly / Quarterly / Monthly MIS and Annual Operating Plans of different SBUs using Data Analytics methodologies to suggest future strategies.

* Sakal's consulting arm Delivering Change Advisory (I am one of the core member) had been working with The Palladium Group since May 16. In Feb 18, a JV is formed to launch Palladium India. I was the head of delivery.
● Heading the City Transformation Office of Pimpri Chinchwad & Thane municipalities. Formulating & executing the overall strategy of the city to achieve economic development with an investment of close to USD 4 bn.
● Worked on Smart City Projects (Team of more than 100) with Municipality of Pune, Thane, Nashik, Pimpri‐Chinchwad, Satara & Nagpur. We designed their smart city proposal & ran the Smart City campaign.

• Leading the Yearly / Quarterly / Monthly MIS and Annual Operating Plans of different SBUs using Data Analytics methodologies to suggest future strategies.
• Evaluating the business processes and structuring the organization manpower and processes.
• Working with 13 different editions to create strategies for increasing the circulation.
• Created the strategy for creating our agriculture commerce venture.
• Building the Group Digital Product Strategy to launch new digital products to create a new business line & P&L.
• Using Business Analytics & Design Thinking to launch Sakal’s education arm (siilc.edu) with topline of USD 3 mn.
• Creating 4 digital products (Mobile Apps) and marketing the same to make it a standalone profitable SBU.
• Heading the program management for Chairman to oversee strategic initiatives including Digital Transformation.
• Worked on creating an alliance with North America’s largest Media Group.
• I headed the operations of Sakal’s Startup Arm (DC Ventures) who invests & operationalize Global Startups.

• I worked and advised the Group CEO on corporate strategy of the group especially focusing on expansion.
• Was heading the International Business of Distance Education- Leading the business in 17 countries (25 Centers across middle east & north Africa) with annual revenue of approx. USD 10 million (Annual CAGR of around 35%).
• I was heading the everyday businesses of 196 study centers in India.
• Creating the strategy for the Learning Management System (LMS) used by more than a million students.
• Was heading the Strategic Alliance Division SBU of Distance Education Business - Leading the relatively new SBU with 5 alliance partners with annual revenue of approx. USD 10 million (Annual CAGR of around 25%).

• Education - Part of team in raising USD 1 mn equity investment for a play school startup in south India.
• Highways - Part of team in raising USD 120 mn for the development of 2 national highways projects.
• Real Estate - Part of team in raising USD 20 mn debt for a residential project & USD 5 mn equity for a hotel.

• SME Business - Restructuring SMEs i.e. creating policies, processes & working on operational & financial strategy.
• Global Oil Major entering Bangladesh & Indonesia - Part of the team that prepared the entry strategy oil major’s lubricant business. Finalization of quantum of investments (USD 20 mn) & phasing the same.
• SEZ Business - Worked on setting‐up SEZs (USD 200 mn) including creating products mix & operational strategy.
• Business Plan for an Indian enterprise to restructure their business in India for setting up of 3 ICDs (USD 5 mn).
• British multinational infrastructure player - Helping to enter in power and highways sector in India.
• Large NBFC - Advised a large NBFC to buy equity stakes worth USD 30 million in 4 highways & 1 rail projects. The project involved understanding the risks and returns over next 5 Years.
• Multiple Infrastructure Players - Devising bidding strategy & raising debt of USD 1 bn for PPP Highways.
• National Highways Authority of India for developing more than 150 projects through PPP - Transaction advisory services to execute the projects through PPP. It involves financial modeling & bid process.