I've carried the P&L, not just advised on it.
I've led supply chain and operations at Goodyear, Britannia, Dabur, Apollo Tyres, PepsiCo, Philips, Nitco and ITC — managing logistics spends up to ₹300 crore, teams of up to 80, and networks spanning 50+ plants and 120 warehouses.
My work sits exactly where demand management, S&OP, procurement, production planning and distribution meet the P&L — because that's where growth is actually won or lost.
I'm now also completing certification as a business coach, to help leadership teams build the judgement and decision discipline that make these gains outlast any single engagement.
Service levels
Capital released
Logistics cost out
35 years of operating leadership across FMCG, tyres, industrial and consumer durables supply chains, and now completing certification as a business coach.
Not a framework. Not a template pitch. An honest read on your flow, from someone who has run this before.
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