Aarish Nissar

Involved in Strategy Creation and Implementation for a ₹6000 Cr+ India business with a team of 5, reporting to the India Business Head and Head of Group Strategy.

Driving initiatives to achieve market-beating growth : Responsible for steering the integrated product management process (IPM) and scaling up GG India business by over 2X over a 5-year horizon,achieving a 35% increase in market share.

Focused on accelerated and exponential growth of "big brands" (value >₹25 Cr) across RX Core, RX New (portfolio, therapy & specialty), Geography, Consumer, and Pill+ growth pillars, contributing to a 28% revenue growth.

Steered future growth plans for India business, including organic, inorganic, and new initiatives, resulting in a 20% expansion in market presence.

Designed and implemented GTM strategy : Key transformational and cross-functional projects and new business launches; drove productivity improvements to achieve better EBITDA, resulting in a ₹132 Cr improvement in bottom line and a 2% EBITDA increase.

Launched 4 new business areas : Trade Generics and Jan Aushadi, Nutrition (JV with Nestle), Consumer Health, OTC, and Digital Businesses, generating an additional ₹500 Cr in annual revenue.

Led PMO for: Omni-channel marketing, increasing customer engagement by 25%

Process re-engineering across GG India for better integration of brand and strategy plans and efficient budget utilization, reducing costs by 15%

Conducted in-depth market research and competitive analysis to re-prioritize and segment the brand portfolio, resulting in a 13% increase in marketing ROI for prioritized brands and an 18% reduction in marketing spend for lower-priority brands

Directed end-to-end digital project management for a Retail & FMCG major, overseeing planning, scoping, cost estimation, and implementation roadmaps for a project worth $850K across APAC and EU.

Spearheaded annual project strategy roadmap creation with leadership for a leading Oil and Gas organization, managing a budget of $250M.

Optimized WBS, resource utilization, and processes , achieving savings of $230K and a 23% efficiency improvement.

Led change management for large transformational projects worth $650K, managing cross-cultural and global transitions.

Developed GTM, RTM, and operational gap analyses to drive operational excellence, creating a new product launch framework and target operating model to ensure concept-to-product market stabilization.

Led SAP S4 HANA implementation in OLX Auto, enhancing operations and profitability by 20%.

Developed and implemented Dealer Wallet Concept across Asia and LATAM, reducing processing time by 30%.

Ensured process excellence and change management in OTC, PTP, and Dealer Financing, achieving a 25% increase in efficiency.

Negotiated terms with local fintech players in Mexico for co-branded products, resulting in a 40% market penetration.

Created roadmap for Go-Live and technology integrations , reducing time-to-market by 35%.

Improved customer and partner experience management , increasing satisfaction scores by 18%.

Developed strategy and GTM for financial services , contributing to a 22% revenue growth.

Managed warehouse operations and implemented ERP processes , reducing operational costs by 15%.

Supervised accounts, costing, and inventory , increasing turnover from INR 300 Cr to INR 1100 Cr.

Business Process Management : Managed systems for Sales,Marketing, Finance, Supply Chain, and Manufacturing, ensuring seamless operations and integration.

Strategic Projects : Led cross-functional projects worth INR 125 Million, ensuring compliance and effective implementation, resulting in improved project outcomes.

Automation & Digital Transformation : Saved over $3 million through automation and digital initiatives, significantly enhancing efficiency and reducing operational costs.

Analytics & Reporting : Built analytics using Azure Cloud and Qlik Sense, saving 200 man-hours monthly and providing accurate insights for sales, supply, and finance teams.

Compliance & Tracking : Implemented end-to-end tracking with100% compliance on permits and dispatch, and centralized payroll systems for all breweries and HUB offices.

Customer Experience : Enhanced customer journey through connected POCs and Bud Spaces, generating valuable insights and improving customer satisfaction.

Training & Support : Provided training for SOPs, prepared Business Continuity Procedures, and conducted annual tests, ensuring readiness and effective use of business applications.

Process Identification : Collected data from 6 functions, improving process understanding.

SLA Formulation : Defined SLAs, boosting process efficiency by 20% and creating 5 new processes.

SOP Documentation : Standardized practices, reducing process variation by 15%.

KPI Measurement : Improved data accuracy by 25% and reduced month-end closing time by 10%.

Recommendations : Achieved a 30% increase in process excellence and operational efficiency.

Achieved $ 220K in savings through automation and digital transformation, earning fast-track promotions.

Co-Managed Key Strategic projects, saving INR 30 million and enhancing client relations, recognized in the top 1% by the C.E.O.

Built analytics solutions, saving 200 man-hours monthly and improving decision-making, leading to successful cross-functional collaboration.

Led business transformation initiatives, boosting compliance and customer experience, and received a C.E.O.'s Recognition letter.