972.398.6333

Vice President Director

Qualifications Profile

Accomplished and goal-driven executive with extensive experience in all facets of global procurement, business development, and supply chain; backed by strong background in manufacturing, plant operations, production engineering and project management.

Equipped with proven track record of success in enhancing company revenue, profitability, and aftermarket, as well as streamlining manufacturing process. Expert at developing and implementing strategies, transformation methodologies, and cost-saving initiatives to ensure significant company growth. Effective leader and concept-to-execution driver, with solid ability to coordinate team efforts to achieve substantial bottom-line results. Armed with excellent communication and interpersonal aptitudes in building positive work relationships with professionals across all organizations.

Areas of Expertise

Program Management Component Cost and Competitive Analysis Profit and Loss Responsibilities System Development

Organizational Leadership Product Life Cycle Lean Manufacturing Team Building Staff Supervision

Professional Experience

Lucas–TVS § Chennai, TN, India (2012–Present)

President Feb 2018–Present

Direct the analysis and development of various strategic initiatives within the company to deliver significant growth in current business through new product lines and system solutions for higher value proposition to the customer

Set strategic direction to the group for a transformation initiative with McKenzie Consulting to generate $15M savings annually through companywide initiatives

Effectively manage multiple merger and acquisition activities to increase company revenues and profits

Drive strategic efforts in managing targeted non-automotive projects that utilize existing resources and acquisitions to create capability and technology, including licensing and joint ventures to enhance competitive edge in analyzing avenues to de-risk the current business

Key Achievements:

Improved the PBIT of the division from $5M in 2016 to $12M in 2017 through various initiatives of cost and overhead reductions, VAVE, and pricing

Succeeded in negotiating a completely new JV agreement for an automotive safety project with a European partner which currently working on the execution phase

Led the completion of the restructuring plans for functional areas, such as Procurement, Engineering and Quality to develop and implement a flat and lean organization, thereby increasing productivity and lower employee costs

Chief Operating Officer Apr 2012–Feb 2018

Expertly directed the aftermarket business unit from complete profit and loss targets, while administering numerous projects to double the revenues in the next four years

Served as head of the Filtration Systems Business Unit that created a complete business plan to triple the division in the next five years by implementing a multi-pronged strategy of new business focusing on improvements of manufacturing and operations, increased range of products, wider distribution network, and strategic pricing actions

Conceptualized complete project plan to start a new division to manufacture Brushless DC Motors, Actuators, and Solenoid valves to as part of strategic de-risking by carving out resources from within current organization structure

Key Achievements:

Established a new defense and railways vertical as part of the government’s “Make In India” initiative with a budget of $45M in four years by launching extended partnership program of dedicated suppliers and structured outsourcing

Completed the implementation of the de-risking plan, generating $ 10 million in first year and business potential of $75M in three years

Mahle Filter Systems India § Gurgaon, India

Chief Operating Officer May 2009–Mar 2012

Lead the team in launching a greenfield plant for engineered plastics in Chennai, India to meet the requirements of the growing automotive demands and presence in the Chennai auto hub to increase revenues by $12M annually

Generated and submitted profit and loss reports to the Board of Directors consisting of Anand Automotive and Mahle GmBH

Key Achievements:

Brought significant increase to aftermarket by 25% by executing an extensive expansion program from new product introduction to manufacturing and marketing to enhance the penetration and retain the competitive edge in the Automotive Aftermarket Division

Substantially grew the revenues from $43M in 2009 to $56M in 2011, as well as the profit from $3M to $5M

Positioned the company within the 20% compound annual growth rate (CAGR), which minimized overheads, enhanced profits, and streamlined the manufacturing footprint by planning and coordinating detailed growth roadmap with a major original equipment manufacturer (OEM)

Headed the definition and implementation of different transformation methodologies from concepts of project management with quality gates to Lean and Hiejunka-based production at the new Chennai plant, which won the CII Kaizen and Lean Award for 2011

Anand Automotive § New Delhi, India

Director of Manufacturing and Supply Chain Jan 2008–Apr 2009

Oversaw supplier consolidation, supply chain rationalization, and improved logistics, resulting in continuously improving and reorganizing the Supply Chain Group to determine savings opportunities

Focused on improving plant productivity, warranty reduction and increased customer satisfaction across 42 plants

Key Achievements:

Saved over $1.5M by integrating supply chain for group companies, as well as more than $3.6M through Lean processes which consistently maintained Cpk’s over 2.0 and significantly improved component quality

Reduced chronic rejections on various components from an average 17% to 4% by forming and directing cross-functional teams within plants to address specific quality issues

Additional Experience

Daimler Chrysler Corporation § Detroit, MI, USA (Sep 1994–Dec 2007)

Project Engineer, Project and Program Management

Product Engineer, Product Development

Manufacturing Process Engineer, Advanced Manufacturing

Attained aggressive cost, weight, investment and timing targets by managing multimillion-dollar transmission programs disseminating over various suppliers from concept to volume production

Minimized investment costs by leading component rationalization efforts, as well as component costs, which resulted in cumulative savings of more than $1M

Steered efforts in overseeing the program to purchase equipment in excess of $20M for lift and carry free transfer machines for the execution of single part flow process

Education

Master of Science in Engineering Management, University of Michigan § Ann Arbor, MI, USA

Master of Science in Mechanical Engineering and Applied Mechanics, University of Rhode Island § Kingston, RI, USA

Bachelor of Science in Mechanical Engineering, Bangalore University § Bengaluru, KA, India

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