LOKESH Rajagopal

Developed and managed relationships with dealers and painters, contributing to increased sales and improved customer retention.

Implemented engagement activities such as site visits, product demonstrations, and dealer meets to boost business performance.

• I was running my own family restaurant which gave me valuable real-world experience in operations, finance and customer management. But I wanted to move into a larger organization where I could learn structured processes and take on bigger challenges that’s why I decided to transition.

• I was assigned to be the head of the department at Fipola, a newly launched company in Bangalore.
• Worked with the HR team to ensure a seamless on-boarding process for 15 Delivery In-charges and 200 Delivery Executives for Delivery team with the support of a 3PL sourcing agency.
• Conduct training for new joiners in Standard operating procedures.
• Collaborated closely with IT teams to create a management portal and delivery app that facilitates smooth operations.
• Collaborated with the procurement team to procure delivery inventory such as rider t-shirts, delivery bags, and other items to meet my financial goal at the best price.
• Achieved targets by determining a payout structure for delivery executives based on best cost per delivery.
• Expertise in the area and business skills to map Pincodes, delivery in charge, and delivery riders to 30 outlets in Bangalore.
• Attended HOD conference every week with the MD, VP, and AVPS of other departments to review, target, and grow business.
• Led weekly delivery team meetings for Delivery In-charge to communicate updates, process improvements and cost.
• Supervised and mentored junior team members, providing detailed instructions and guidance to maximize team efficiency.
• Coached and mentored junior team members, regularly assessing knowledge and skills gaps and implementing corrective action.
• I met all my goals by focusing on benchmarks every week.

• Oversaw the last mile delivery team's daily management of the last mile operation in Bangalore city, alongside 180 delivery executives.
• Developed a method for riders to board and establish background verification.
• Worked with 3PL firms such as Bike Ninja, Shadowfax, DOT, and others to manage hiring delivery riders.
• Maintained good cost is achieved through focusing on rider efficiency and budget planning to achieve profitable business and achieve targets.
• Managed inventory items like bags, T-shirts, and other items.
• Tracking the daily tasks of riders, including attendance, customer complaints, delivery rating, attrition, and grooming.
• Managed the payments for delivery riders' monthly salaries and vendors' weekly payments.

• Supervised the peak Marathalli hub team consisting of 4 assistant managers and 120 delivery executives.
• Establish operations from the ground up in one area and create methods to oversee daily operations.
• My role involves finance and operational management in one area, as well as building services by identifying, selecting, and monitoring vendors.
• Maintaining cost per delivery to meet business targets.
• Worked with different internal teams for successful execution of different projects, such as sourcing delivery executives and everyday logistical challenges.
• Also getting confirmation of an order once it gets assigned to delivery executive and till it reaches to the customer.
• Focused on most essential aspects of product and service delivery to consistently achieve objectives.
• Provided good delivery service by controlling fraud activities or impediments affecting plans and developing solutions for difficult situations.

• Managed all daily activities and operations.
• Oversee and motivate a team of 1 assistant + 35 delivery executive and other personnel.
• Ensure strict adherence to all formal procedures and best practices.
• Ensured zero mismatches by conducting daily branch audits on shipments.
• Managed employee attendance and scheduled shifts while keeping operations organized.
• Ensured monthly targets were met by overseeing company costing.
• Ensure center achieve targets for delivery, revenue, and customer satisfaction. And also ensured SLA's are met consistently.