Mumbai, Maharashtra, India
P&L head for faucets, sanitaryware, kitchen sink & PTMT having turnover of INR 200 cr PAN India Lead the end-to-end process for introducing a new business segment pan India. Understand business environment and build strategy for entering the new business segment. Developed and implemented a long term sourcing strategy (from local and international vendors) for best resource optimization. Market study to shortlist product range and individual SKUs. Successfully lead and accomplished all activities for new product segment launch including pricing structure, marketing campaign, packaging design, sales force training, ERP set up, channel partner selection etc. Formulated & Implemented go to market Retail Strategic Initiative for Wires, Submersible Cables, Communication Cables, Lights, Fans, Appliances, Switches & Conduits with turnover of Rs 160crs & CAGR of 30%. Exposure in both B2C & B2B segments. Drive growth through expansion of depth & width of distribution network, retail development & focus on secondary sales; Appointed 100 channel partners across PAN India. Developed and implemented sales & marketing strategy to drive growth for high EBITDA products Developed and streamlined sales, pricing, incentive & credit policy Conceptualising, planning and developing of SBU - “Wind Farm Services” with turnover of Rs 90 crs & EBITDA of 25%. Developed & implemented “Influencer management programme” & managed marketing budget of Rs 22 crs PAN India to enhance brand visibility and demand generation. Formulated short & long term corporate strategy from FY 2012-13 to FY 2014-15 during which company has grown from Rs 4000 crs to Rs 5650 crs. Continuous Scanning of business environment to understand industry trend, competitive analysis & proposing improvement avenues
• Heading Group strategic sourcing for MEP, Interior & finishing materials which includes flooring, bathware solution, hardware & fittings, door & window, electricals, HVAC, plumbing, firefighting, lightings, luminaries, elevators, home & kitchen appliances, façade, paint, railing etc. • Major Adani businesses like reality, Dharavi, airport, city center development, data center, townships will contribute approximately INR 25K crore yearly capex spend of MEP, interior and finishing for next 5 years. • Standardization of specifications into luxury, premium, mid & affordable segments for economies of scale • Evaluate alternate material/technology for sustainable, maintenance free & cost effective solution – workout technical & cost-benefit analysis of alternate material • Finalise Preferred vendor list, capability mapping & rate contract with OEMs for high value products • Long term capacity booking, early engagement & strategic partnership with preferred vendors • Specialised contractors for MEP, Interior & Finishing work to be finalised as per project segments • Identify M&A and JV opportunity across value chain – Design, OEM, Vendors & Contractors • Long term contracting & packaging strategy for price stability and scalability • Global dynamics, competitor & vendor intelligence, cost benchmarking & study of regulatory changes to mitigate risks • Market intelligence & benchmarking will help bring outside in perspective for value engineering • Organization building from internal & external resources
• Handling P&L of INR 200 cr PAN India for Faucets, Sanitary wares, Kitchen Sink & PTMT • Strategize, launch & roll out of complete range of bathware & kitchen verticals with 900 SKUs PAN India & heading a team of 150 employees • Scanning of business environment & design strategies for marketing, sales, go-to-market, product and after sales service and develop 3 years business plan for bathware & kitchen verticals • Develop and implement long term sourcing strategy (from local and international vendors) for best resource optimization. • Designing organization structure, reporting matrix & on-boarding of the team • Develop product portfolio, product warranty & packaging standards • Finalize product pricing including MRP, discount structure for distributors & dealers • Finalize supply chain, C&F & logistic arrangement PAN India • Rolled out sales policy, credit policy, display policy and sales incentive schemes • Finalize branding policy, product branding, packaging design & market wise ATL/BTL approach • Develop a strong after sales service network with 30 on-role & 200 off-role technicians on pan India • Train sales team to develop product & technical competency under capability building programme PAN India • Develop distributors and dealers network PAN India • Develop influencer management programme to ensure deeper penetration of the product
Handling P&L management of a wide range of products having turnover of INR 160 cr with a sales team 30 and reporting to the Group CEO. Developed and implemented GTM retail strategic initiative for product portfolio (current turnover: INR 6400 Cr) Rolled out retail development programme in 25 districts (Greater Mumbai, Pune, Nagpur, Ahmedabad, Surat, Baroda, Rajkot, Indore, Bhopal, Gwalior, Raipur, Delhi, Noida, Kolkata, Bhubaneshwar, Bangalore, Chennai, Cochin and Calicut) Developed and implemented strategy related to network expansion, channel partner life cycle management, retail development, secondary sales and influencer management; appointed 100 channel partners PAN India Developed and streamlined sales, pricing, scheme, incentive & credit policy basis market trend & competitor’s activities Developed and implemented sales strategy to drive growth for high EBITDA products Developed territory wise, product wise sales budget, periodic performance review on key parameters & resolution of issues Scanning of business environment to understand industry trend, competitive analysis & proposing improvement avenues Effectively managed pre & post sales activities & focus on process improvement Implemented organization wide ERP (Order Management, CRM, SFA) to improve efficiency of Sales operations Monitor and maintain overall cost of operations- Manpower, Inventory, outstanding & branch expenses well within budget Trained sales team under capability building programme PAN India Managed marketing budget worth INR 22 Cr (INR 7 Cr across 25 districts for retail development and INR 15 Cr for Wires PAN India), ensured deeper marketing penetration, enhanced brand visibility & demand generation
Instrumental in developing short term & long term corporate strategy aligned to corporate goals and vision. Identify business opportunity for new product segment and develop 3 years business plan. Identifying & evaluating new opportunities for strategic alliance through M&A and JVs Synergies between cross-functional teams of finance, production, material, service, project, marketing, supply chain, quality & IT for efficient utilization of resources Revamping org structure, role clarity, better alignment & empowerment of professionals
Led a team of 5 in the development and implementation of business strategy and reported to the Managing Director. Ensured business operation in line with 3 years projected profitability; company grew from INR 2400 Cr in FY 2009-10 to INR 4000 Cr in FY 2011-12 Identified potential sites, finalized land and handled costing, installation & commissioning of wind farm across India Set up and headed a new Service SBU, “Wind Farm Services”; grew revenue by INR 90 Cr over 3 years and 25% EBITDA Negotiate terms & condition for O&M and overhauling contract with clients and ensure revenue generation for the company
• Reported to CEO & CMD Dr. Prakash Mody at Chairman’s office for periodic analysis of business performance & raise timely “red flags” for any deviation against budget • Continuous scanning of business environment by analysing ORG-IMS & CMARC reports; SWOT analysis to understand market position, competition, industry trend & proposing improvement avenues. • Study and analyse M&A proposal