I have led and delivered multiple high-impact projects and business proposals in the areas of project management, EBITDA improvement, and cost optimization. As PMO for an EBIT improvement initiative at a German braking system manufacturing company (annual turnover of INR 1,900 Cr), I designed and executed governance mechanisms enabling cross-country and cross-functional collaboration, defined KPIs, and developed a Power BI dashboard to track workstream-level progress for management board reporting. I also organized cross-country workshops to review 26 workstreams across product design, sales, manpower, and production. For a kitchen and home appliances company (turnover of INR 350 Cr), I conducted an operating model assessment and defined a post-acquisition structure for supply chain and procurement teams aligned with the growth roadmap. As PMO for an EBITDA improvement project at a real estate listing company (turnover of INR 500 Cr), I oversaw initiatives spanning workforce, marketing, technology, and overheads, managed P&L analysis to identify improvement areas, tracked idea impacts, and delivered a 5.3% EBITDA improvement, resulting in INR 65 lakhs in success fees for Deloitte.

Led cross-functional teams to plan and manage the supply of Dulux Paints across India, Nepal, and Bhutan, engaging with brand managers, finance controllers, sales heads, and cross-country project teams to optimize costs and reduce turnaround time for 1,800+ SKUs with a turnover of ₹1,163 Cr. Spearheaded initiatives that unlocked ₹3.2 Cr in working capital by reducing slow-moving stock by 64% in FY20–21 through reprocessing in factories, improved order fulfilment rates from 93% to 98% by implementing a priority-based dispatch mechanism for 10+ third-party contractors, and reduced monthly truck detention rates by 7% using a depot space utilization dashboard. Delivered annual savings of ₹3.6 Cr by optimizing warehouse space, increased revenue by 26% (₹40 Lacs) through redesigning the supply network in Nepal, and saved ₹1.1 Cr/year in freight costs by implementing direct-to-customer delivery. Drove strategic improvements by introducing an RCA framework to address customer order losses, developing interactive dashboards to cut analysis time by 50% for 20+ employees, and enhancing service levels. Recognized with the Alps Award (40 out of 4,500+) by the Global Chief Supply Chain Officer for reducing days of inventory outstanding by 14% (₹20 Cr) in one year through an inventory classification model, and awarded Star Employee (50 out of 2,000+) by the MD, India for raising customer service levels from 85% to 92% within three months, generating ₹180 Cr in additional revenue.

Led end-to-end procurement for 20+ automation projects aimed at improving cycle time, product quality, and workplace ergonomics. Achieved a 12.5% (15-day) reduction in lead time through concurrent engineering and standardization of the procurement cost approval process, and increased on-time project completion rates by 35% by introducing real-time tracking to optimize manpower allocation. Reduced procurement costs by 10% (₹5 Cr) by mapping designers with leftover inventory to drive future project consumption. Mentored five interns over six weeks on lean management practices through one-on-one sessions, guiding them to finalize process improvement ideas. Additionally, consulted with 100+ employees to implement Japanese manufacturing best practices such as 5S and Kaizen, resulting in increased productivity across operations.