I was blessed to be a part of so many business transformation journeys

People often say I have a gift that helps me identify problem areas that can amplify business growth.

Each of my experiences of working with businesses has been completely different. There is no pre-designed system that can be applied to all businesses. Each business scenario is unique. A solution that works for business A won’t necessarily work for Business B.

But my experience and expertise help me identify loopholes and system issues in a business. I start by analyzing the business plan and processes while my intuition and experience work their magic.

I have turned around 15 companies from losses to profits and taken them on a growth path.

My experience in leading turnaround/business transformation is very unique, as I have managed this in different roles. It has changed the way I relate with people and made a significant difference in the sustenance of results, with a transfer of ownership and accountability.

I catalyzed profit maximization & business excellence through Strategy & Execution

While working with Godfrey Philips India/Modicare/Indofil, I saw that their fastest-selling product had a yield loss of 11%. This meant that with just a little focused effort, results would give disproportionately high savings. But I had to do this without any change in raw material, its specifications and sourcing, manufacturing process including equipment and team, and so on (as per the R&D head’s instructions). So, without changing and challenging the constraints, we conducted problem-solving in the team, along with the supplier of chemicals, and successfully brought down the yield loss to 0.75%.

I got an opportunity to work with an Automotive Horn Company unit that was under great financial pressure. Although it did not pose any hurdles, there was a lack of support. After I closely worked for 4 months with them, the company profits began to rise.

When I was assigned to lead the business turnaround of a Japanese JV Unit – with a state-of-art paint shop and blow moulding unit supplying to Maruti and Toyota – it was facing serious issues of losses and customer complaints. It was almost on the verge of getting blacklisted. It had three plants – Haryana, Bangalore and near Chennai.

We churned profits in the 6th month and by year-end, we had wiped out all past years’ losses. In fact, we received the best supplier award from Toyota and got orders from Honda Cars.
This was amazing learning from people behavior perspective too, across all levels of management.