• Strategic Management: Repositioned strategically, analyzing Product Lifecycle Management (PLM) and micro-mobility trends (CAGR: 17%), securing dedicated budget allocation to start new Software Defined Vehicle (SDV) division within the core strategy
• Market Positioning: Bolstered Siemens' market leadership in SDV through in-depth research (TAM: $211B by 2032), positioning the company as an industry leader and identifying strategic acquisition targets in the $2T E/E architecture and powertrain market
• Product Development: Identified untapped market opportunity for PLM solutions in the automotive supply chain, leading the product validation of Siemens' SaaS ASP product on Teamcenter platform in the UK and India, targeting $100M in revenue by 2028

• Process Improvement: Boosted efficiency by 26% (ROI) with "Work Authority" plan ($500k, 4.3-year payback) and secured partnership with Babson College, addressing 8 infrastructure issues, showcasing problem-solving and relationship-building

• Project Optimization: Orchestrated 14% cost reduction and 35% demand-supply gap closure by spearheading 72-person team to implement innovative solutions, including AI-based CCTV monitoring system ($12M work order and $1.4M for development).
• Technology Integration and Market Insights: Commanded digital supply chain dashboard creation, streamlining operations at FCI, leading 120 professionals, and conducting market analysis for performance enhancement within 45 operational days.
As National Project Manager at the Quality Council of India, Ministry of Commerce and Industry:
- Led 3 successful projects with 120 consultants under direct supervision
- Built and developed a team of 500+ professionals
- Managed clients and prepared project management documents
- Designed and developed an end-to-end digitized supply chain tracking dashboard
- Conducted market analysis and segmentation for performance improvement
- Mapped budgets and ensured financial sustainability
- Managed data for effect

$2.5M seed-funded K5 ed-tech start-up backed by Stanford University
• Product Leadership & Revenue Growth: Spearheaded the successful launch of educational gaming platform, achieving 128% ROI & $200k revenue, while orchestrating teams to deliver 212% ROI and ~$1M revenue through supply chain optimization initiatives.
• Performance & Cost Enhancement: Steered cross-functional teams in formulating innovative growth strategy, propelling business development efforts, culminating in a 15% productivity increase & 20% reduction in operational costs through process optimization.

As Director of Supply Chain and Business Development at Udayy, I led strategic growth initiatives, collaborating closely with stakeholders to define and execute our vision. Across Sales, Operations, Product Development, and Technology departments, I optimized processes and fostered efficiency to meet our objectives.

Key Responsibilities:
- Developed and executed a comprehensive growth strategy.
- Collaborated with cr

Series E funded a global B2B logistics start-up for shippers and truckers
• Process Efficiency Enhancement: Optimized process efficiency by 54% through strategic process redesign, maximizing truck utilization, minimizing pilferage losses, and implementing a real-time inventory management system.

Leading North region of Corporate Strategy Business unit with 39 Operations and Supply associates, ensuring target revenue generation and profitability generation by market strategy, client management, and supply building.

KPIs:
1. Conducted extensive market research across 10 states in India (e.g. Delhi NCR, Rajasthan, UP) to gather inputs for competitive auctions and reverse auctions.
2. Identified key lanes and geographies of interest, and gathered data on prospective customers (e.g. Britania, Coca-Cola, Dabur, Hindalco, HUL, ITC, Jindal Group, Pepsi, P&G, UBL) and nature of movement and supply partners.
3. Collaborated with the product team to conduct statistical analysis and address clie

• Strategy Implementation: Strategically designed and executed a comprehensive public health strategy across the state, resulting in a 32% reduction in malnutrition, 100% prenatal health checkup coverage, and certification of 13,000 sanitary pad vending machines.

The Swasth Bharat Prerak program is a joint initiative of the Ministry of Women and Children Development and the Tata Trusts-TINI to ensure better monitoring, issue alerts for timely action, strategic planning, and encourage States/UT to achieve the targeted goals.

KPIs:
1. Led a team of 22 consultants in the Integrated Child Development Schemes (ICDS) division of the Bureau.
2. Collaborated with UNICEF to develop and train Anganwadi Workers in Early Child Education and Care (ECCE) for children aged 0-6 years.
3. Monitored and analyzed developments in ICDS, G-20 summit, Early Child Development, ECCE, Food Fortification, and POSHAN ABHIYAN, and provided input on briefings and research reports.
4. Aligned government-sponsored

$0.5M seed funded unified legal management suite start-up for enterprises
• Growth Strategy & Revenue Expansion: Orchestrated data-driven strategies for product launches, client acquisition, and business expansion initiatives, catalyzing a 6X surge in client acquisition and propelling $1.2M in profit growth

A legal technology startup that connects people with legal expertise online. Created alliances and collaborated with internal resources and external vendors. Aided in the establishment of the business model and the streamlining of logistics and operations control. My team generated up to $40,000 per year in sustainable revenue.
Key accomplishments:
1. Oversaw and coordinated product launches by recruiting, mentoring, and leading a team of 12 software developers and IT vendors.
2. Acquired 100+ lawyers and 10+ significant clients, including OYO, Snapdeal, and Amazon, resulting in a $900K+ profit.
3. Created and analyzed go-to-market strategies based on market sizing and segmentation

• Operational Leadership: Boosted Heavy Earth Moving Machine (HEMM) utilization by 37%, generating $5.5M extra revenue annually, through data-driven scheduling and proactive maintenance, leading a 310-member OEM team

After graduating from college was the shift InCharge of the mechanical department. I created a mechanism for tracking vehicle efficiency, eventually increasing the shift operations' mining or development hours.

KPIs:
1. Improved the efficiency of HEMM machines by reducing maintenance hours, leading to an increase in operational working hours.
2. Supervised and managed a fleet of over 60 machines operated by three OEMs.
3. Implemented process enhancement and performance evaluation and developed and executed strategic plans to drive business growth and success.

Key Achievements:
1. Boosted overall production efficiency by effectively managing a fleet of over 60 HEMM machines and successfully reducing maintenance hours, resulting in an increase in annual revenue of $46M+.