Kamal Kant Sharma

Service Deliveries:

• Monitored SLA metrics including Response TAT, Resolution TAT, and open calls across field teams and service partners.

• Built and managed the Kohler Authorized Service Partner (KASP) network based on business needs and call volume.

• Ensured adherence to organizational processes and compliance by KASPs, while enhancing technician behavior and customer interaction standards.

• Led escalated customer issue resolution and root cause analysis to improve service turnaround and customer satisfaction.

• Provided actionable insights to business, service operations, training, and quality teams for continuous improvement.

Spares Management & Warranties:

• Conducted stock audits at partner locations and maintained optimal inventory through trend-based forecasting.

• Participated in S&OP planning to set reorder levels and safety stocks; collaborated with supply chain for critical spare availability.

• Evaluated and processed warranty claims in line with policy and regularly updated management on product performance trends.

Service Revenue Generation:

• Promoted sales of genuine spare parts, accessories, and value-added services to enhance customer lifecycle value.

• Increased Preventive Maintenance Contract (PMC) penetration among new and existing customers through targeted engagement.

Business Support Activities:

• Conducted market visits to support trade partners and resolve technical queries from architects, builders, and plumbing contractors.

• Trained and maintained a regional database of Kohler-certified plumbers and contractors.

Organized on-site service camps at project accounts to showcase Kohler performance and reduce workmanship-related errors.

• Achieved annual branch service DS targets through daily monitoring of billed sales, resource alignment, and cross-functional coordination with HO for material support.
• Drove 100% of business through PSP (Bulk Locker break-opens, shifting, time locks, limit switches) by building a roadmap focused on key accounts and dealer territories.
• Appointed new ASPs to improve service reach in underperforming areas; led initiatives to grow rental services including personal locks and fabrication jobs.
• Managed working capital by maintaining zero safety stock levels and proactively transferring/indenting project-related spares in line with business demand.
• Ensured 100% first response within 48 hours through technician training, communication enhancement, and structured process improvements at the branch level.
• Achieved CSI targets by tracking FRT and CCT metrics, resolving escalations, and collaborating with customer support for closure of unresolved calls.
• Ensured all WDs met service DS goals via performance tracking, site visits, stock monitoring, and rollout of channel-specific schemes in collaboration with HO.
• Strengthened service infrastructure by setting standards for all WDs and providing biannual technical and soft-skill training to distributor service teams.
• Maintained ISO and QMS compliance by preparing branch M&M plans, reviewing ISO documentation, and driving continuous improvement in service quality.
• Achieved 100% adherence to commercial policies by training the team on compliance, taxation procedures, and invoice handling protocols in coordination with the regional finance team.

• Achieved yearly sales and service goals by developing and reviewing annual service and accessory sales plans, tracking pending orders, and following up with customers.
• Strengthened dealer performance by ensuring service infrastructure readiness, conducting regular dealer visits, and driving order fulfillment across the network.
• Led key account management initiatives, including site visits, service camps, AMC conversions, and proactive engagement with top customers.
• Oversaw COCO and franchise support through timely assembly, complaint resolution, and service quality audits of processes and product displays.
• Minimized financial exposure by maintaining outstanding within 12 days of billed sales and ensuring zero overdue beyond 30 days through weekly follow-ups and advance payment practices.
• Controlled sales-damaged stock by timely categorization, feedback to HO on quality issues, and liquidation through proper secondary sales channels.
• Maintained optimal spare parts inventory within 40 days of billed sales by identifying fast-moving and non-moving stock, ensuring accurate indenting and monthly reviews.
• Ensured timely and accurate resolution of customer complaints and installation calls, while improving FRT, CCT, and FTF metrics through structured tracking and manpower deployment.
• Conducted training for dealer and contractor technicians—two annual product sessions and one soft-skill development program—to ensure consistent service standards.
• Promoted manpower retention by fostering a motivated work environment, informal team bonding activities, and recognition of top performers.

Company Overview: India's largest paint company and the third-largest paint company in Asia today, with a turnover of Rs 54.63 billion (over USD 1 billion).

• Handled over 1870 CW Dealers including high value privilege Club Dealers & critical Retailers.
• Arranged and managed different product meets for prospective Dealers.
• Involved in imparting Training to the front line Sales Teams, met prospective customers with complete briefing of the product.
• Conducted market visits, market intelligence & visited premium customers to provide market feedback to the RMs / DSO.
• Spearheaded a team of 15 Engineers, for taking care of after sales service and complaint handling across Uttar Pradesh - Uttarakhand.
• Coordinated with vendors such as HCL, Corob, AGS and GSB Manufacturers to maintain required performance levels.
• Handled database management & reporting including management of legal / other documents such as loan documents, service agreements, return machined documents, etc.
• Planned and implemented schedules for upgradation of CW components such as GDATA / Branding Elements / UPSs / Printers / Interactive Software / Computers, etc.
• Managed the subordinate development, set goals for them and mentored them to achieve the same.
• Identified training needs of subordinated and reviewed the performance on a monthly / quarterly basis.

India's largest paint company and the third largest paint company in Asia today, with a turnover of Rs 54.63 billion (over USD 1 billion).