Senior Manager
Ooredoo Qatar
Total years of experience :50 years, 1 Months
• Responsible for managing sales and distribution in 5 countries within the Ooredoo group, including Introducing Omni and an efficient channel model across five OpCos.
• Introduced & efficiently refined the Franchise operations in Qatar & Op Cos across the 5 countries.
• Targeting and achieving 100% channel profitability & elevating store profitability to 85% through strategic initiatives.
• Devising the commission and incentive structure for the entire retail channel, ensuring SAC optimization
• Elevated the Voice of Customer (VOC) metrics from 62% to 82% by implementing customer-centric initiatives.
• Regularly monitor internal audit and quality management reports to maintain compliance across branch networks.
• Ensuring consistent performance excellence across all retail outlets, with stores achieving over 90% in monthly Mystery Audits and maintaining compliance with audit standards.
• Collaborated with other functions and Executed Cross-functional /management engagement initiatives, such as Customer Day, Be a Retail staff member, Market storming, Smilometer, and Retail Buddy.
• Streamlining processes and workflows effectively, striving for ongoing improvement in customer service delivery.
• Got promoted to Deputy General Manager in 2013 and took over the Head of Retail Operations responsibility.
• Led strategic initiatives to drive revenue growth and operational profitability within the retail vertical.
• Successfully increased revenue in the retail vertical from INR 500 million to INR 1350 million within a span of 5 months, demonstrating a remarkable growth trajectory.
• Strategized EBITA growth strategy & achieved 95% store EBIT positivity through continuous top-line product optimization.
• Topped national charts for retail store expansions, showcasing leadership in market expansion initiatives.
• Developed a profitability matrix to ensure the operational success of each store from inception, fostering sustainable growth.
• Established a pioneering retail unit with an innovative concept focusing on multi-brand devices, automated money kiosks, and a customer service and experience zone, enhancing the retail offering and customer engagement.
• Crafted and executed retail GTM strategies to drive market penetration and achieve sales targets.
• Orchestrated a revenue surge from INR 180 million to INR 500 million, demonstrating exceptional growth and market performance.
• Led the team to achieve the national sales target, earning recognition with the prestigious Presidents Award, competing against over 100 teams across India, Africa, Bangladesh, and Sri Lanka.
• Introduced innovative and unconventional Modern Trade channels, contributing to a revenue increase of 39%, subsequently adopted as a national best practice.
• Strategically allocated marketing & visual merchandising budgets to outlets, securing prominent spaces at the lowest possible cost.
• Heading the Enterprise account management team. Increased APRA from 16% to 38%.
• Designed the channel commission payout strategy. Strategized the concept of differed payout to partners basis quality of account acquisitions.
• Created a strong relationship with KDM’s and CXO’s through regular interaction and conducting periodic KDM & CXO conferences.
• Account penetration through innovative techniques and being labeled as a telecom partner rather than being called a vendor.
• Increased the MoU’s of accounts by promoting various value added services and innovative solutions in accounts.
• Ring fence accounts and prevent competition penetration.
• Customer life Cycle management - Starting with the pre sales to post sales delight strategy.
• Cracked some of the prestigious and competition stronghold accounts. Clear focus on hunting and farming thereby increasing acquisitions from 3000 post paid per month to 15000 postpaid per month
• Creating a Go to Market Strategy clearly safeguarding and increase revenue of existing customer base on one hand and attacking competition base on the other
• Joined Airtel in 2006 and got promoted to Sr Manager leading the B2B Enterprise Business.
• Elevated the Average Revenue Per Account (APRA) from 16% to 38%, marking significant revenue efficiency gains.
• Formulated a comprehensive channel commission payout strategy, fostering strong relationships with Key Decision Makers (KDMs) and C-suite executives through regular interactions and conducting periodic conferences.
• Boosted the number of MOUs with accounts by promoting various value-added services and innovative solutions.
• Conducted market analysis and competitive research to identify opportunities for growth and differentiation.
• Implemented strategies to ring-fence corporates to prevent competition penetration and secure market share along with customer loyalty.
• Penetrated competition stronghold accounts, increasing monthly acquisitions from 3000 to 15000 postpaid customers.
• Developed GTM strategy to safeguard and boost revenue from existing customer bases while disrupting competitor markets.
• Aligned and executed business strategies with cross-functional teams.
• Heading the SME accounts Management team. Strategic account wise approach to increase ARPA in the SME segment.
• Team contributed to over 48% of the circle acquisitions.
• Adopted the geographic and FMCG approach to target SME accounts. Designed a GTM strategy targeting revenue and ARPA increase in the SME segment.
• Regular and constant interaction with CXO’s & KDM’s in SME. Conduct periodic SME symposiums / conferences to share best practices and recognize accounts basis contribution.
• Created external channel to create maximum reach in accounts. Design channel payout / ROI & profitability sheets for sustenance of external channel.
• Constant monitoring and reviewing of team helped maintain a healthy funnel round.
• Managed retail channel in the zone. Ensure optimal channel staffing, performance and profitability.
• Creating a strategy to manage the customer life cycle through retail channel.
• Revenue increase by base management and strong customer acquisition plan.
• Establishing and managing the COCO and franchisee owned exclusive outlets in the zone.
• Design a layout for the retail expansion plan. Create a performance based retail and channel replacement plan.
• Identifying and finalizing partners (External dealers). Creating the ROI model for the partners and hand hold external teams to profitability.
• Set up and ramp up team to achieve assigned targets
• Design regular monitoring and review mechanisms for teams.
• Manage the complete customer life cycle through the external partners.
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• To identify, recruit and manage agent advisors. Help team in creating and quickly closing the sales funnel.
• Create a financial fact finding sheets for customers and advise customers on the insurance and financial needs.
• Conduct regular and periodic development action plan for the 35+ agent advisors in the team.
• Dimension team regularly to achieve / surpass assigned targets.
➢ Area Sales Manager March - 1999 - Jan 2001
Got elevated to the position of Area Sales Manager to Head a team of Territory Managers to manage business from the entire south of AP. Worked closely with the technical team to set up volume based plants with Key accounts.
➢ Territory Manger April - 1997 - March 1999
Job responsibility: -
• Identify, appoint and Manage franchisee.
• Stock maintenance and regular management of minimum order level
• Compliance to the set norms laid down for distribution of LPG
Training Programs Attended
• Certified SPIN Doctor. Training on the SPIN methodology of Sales
• Internal sales training program on qualification of prospects, objection handling, time management, customer management and closing skills.
• NLP (Practitioners Workshop in Neuro Linguistic Programming)
MBA With specializintion in Sales and Marketing
Postgraduate Diploma in Industrial - Rajendra Prasad Institute of Relations and Personnel Management Communication and Management- Hyderabad - 1994 -1995
BSc - (life sciences) - Osmania University - 1991 -1994