Abhishek Sharma

Youth glows is a cosmetic & personal care company with omni channel presence

• Spearheading operations, implemented & optimized processes. Hired, trained & build up teams. Driving growth at foundation stage
• Handled team of 3 managers & 25 products across oral, face & hair categories generating 1.2 Cr annually, achieving 12% MoM growth
• Managed distributor & retailer network, setup SCM & 1PL partners. Increased sell through rate by 36% from 55 to 75% & maximized Inventory turnover ratio
• Strategic sourcing of products, tie up with new vendors, synchronized payment terms, defined SLA & negotiated contracts
• Used 4Ps principles to increase no of transactions, AOV, visibility of low selling products & GMROI
• Created new basket of products as per competition analysis, market trends & consumer feedbacks

Stanza Living is a full stack managed accommodation startup funded by Sequoia, Matrix & Accel. Stanza is sector's highest funded & most valued company

Business Leadership & Revenue Achievement :

• Managed Karnataka region's business, achieving Rs. 144 Crores in revenue run rate(B2C & B2B Clients).
• Channeled growth by achieving 21% lead conversion rate, boosted COCO segment revenue by institutional tie ups, streamlined,owned daily operations and achieved high operational efficiency
• Led 3 business functions: City Operations, Projects and Service Delivery, overseeing a team of 250+ members which includes Jr city heads, cluster managers, project managers, R&M managers, catering managers & ground team
• Expansion of business to new cities & launched new clusters, adopted competition benchmarking & dynamic pricing model, startegic tie up with vendors, established vendor base & defining SLA

Operations Oversight :

• Managed operations of 55 business units with 14,000 inventory, maintaining average occupancy at 85%
• Managed 4 central kitchens, delivering 13,000 meals daily with 91% On-Time-In-Full (OTIF) rate
• Ensured that ground team deliver the promised services in a seamless & timely manner, ownership of day to day operations, processes, overall customer experience & escalations, smooth functioning of all departments

Project Management :

• Led projects team,end to end responsibility of projects, delivered 21 projects (5500 beds) in FY 22-23, contributing Rs. 69 Crores to annual revenue
• Signing contracts & negotiating terms with partners, defining scope of work, defining dates & initiation of handovers (HOTO) ~ 80% projects delivered within turn around time
• Orchestration with internal stakeholders( Design, SCM, Legal, finance, founders) & external stakeholders(Partners, Vendors) for timely BOQ, GRN, due diligence, signing of agreements & completion of defined SOW

Profitability & Cost Optimization :

• Held P&L accountability, maintaining a profitable margin at 16% with operating costs at ~32% of revenue.
• Optimized P&L of the kitchens, maintaining a 5% profitability margin with COGS at ~65%.
• Defined Annual operating plan(AOP) and managed the operating costs of business units. Ensured that these costs are maintained within set limits, while continually striving for improvement
• Redefined project timelines, reduced transformation costs by 10%, and introduced ergonomic products.

Customer Experience & Retention

• Enhanced customer experience, achieved pulse rating ~ 4.1/5 and maintaining overall NPS at 80%
• Reduced reopened tickets to ~ 8% & achieving turnaround time of 87%
• Achieved region's lowest contract churn rate at 10% and the highest customer annual retention at 85%
  

Eat Club is a full stack cloud kitchen company which own & operates multiple brands like Box8, Mojo Pizza, Itminaan Biryani, Globo Ice Creams, NH1 Bowls etc

• Managed 9 business units with 100+ team members, generating Rs. 13.34 Crores annual revenue
• Owned end-to-end responsibility for business units, including daily operations,recruitment, training, product improvement, launches, process design and profitability at Unit level
• Expanded business with launch of 4 new outlets, adding 4.8 cr to annual revenue
• Optimized manpower cost to 17% from 23% and utility cost to 5% from 7.5% of overall revenue .
• Minimized unit-level equipment downtime to 1.5% of operational hours, achieving high operational efficiency.
• Played pivot role in designing process around daily auto production summary & this process achieved accuracy of 95% in a span of 2 months
• Improved customer experience by shortening delivery time, ensuring product uniformity and lowering per-order delivery costs

• Played pivotal role at foundation stage of business vertical, driving sales growth and distribution management in Mumbai.
• Achieved growth in real estates projects by achieving 130% increase sales, accounted ~13 Crores to the business

• Part of APAR future leadership program, went through intensive training at various functions(Plant operations, R&D & Business Development
• Handled MSEDCL HT Cable business portfolio, technical solutions for special operations cables & product approvals from MEP consultants & government authorities