Pritish Kumar Jena

Role 1: Solar PV Business Build (2 yrs 9 months)

• Integral member of the Solar PV Central Leadership Team (CLT), driving the setup and operationalization of the business.
• Led the capital expenditure commitment for critical manufacturing facilities across the solar value chain, including Ingot, Wafer, and Polycrystalline Silicon factories, with commitments > $300 M.
• Developed and executed a comprehensive incoming supply chain strategy for key solar module components such as cells, glass, and encapsulants, for an annual procurement portfolio > $1 B.
• Established and scaled high-performing teams, including recruiting senior leadership across various Solar PV business verticals to ensure robust organizational capability.
• Played a pivotal role in the core fundraising team, successfully securing $5 B in debt financing from leading Indian and global investors to support business growth and expansion.

Role 2: Battery Business Build (6 months)

• Designed and implemented the operating model for the battery business, identifying optimal technologies, equipment configurations, and strategic vendor partnerships.
• Defined Reliance Industries Limited’s strategic position across the battery supply chain—from lithium sourcing to BESS—and pinpointed key intermediate products for localization to mitigate supply chain risks and enhance resilience.
• Developed comprehensive deployment scenarios for integrated solar and battery solutions, analyzing various CUF options to accurately determine required battery capacity.

Project 1: Developed the National Logistics Policy 2022 of the Government of India

• Deep dived on logistics costs for various products to identify value levers for cost reduction and improving market access
• Developed an action plan of 50+ initiatives for the ministry to execute in coordination with other transport ministries
• Created PoCs with startups in the logistics space
• On boarded large industry stakeholders for the ministry for execution of action plan

Project 2: Strategy development with an O&G player for diversification into renewable energy & non-gas businesses

• Identified 150+ investment ideas from various megatrends, government priorities, investment focus
• Created design choices for the new business in line with the vision of the company and management risk appetite
• On boarded/identified companies who are potential strategic partners for JV/acquisition

Project 3: Developed a logistics cost optimization strategy for a mid-sized cement company and executed a PMO to achieve an annual savings run rate of $ 7M

• Developed a logistics cost optimization strategy encompassing network optimization, freight reduction, order allocation, cross-docking and digitization of processes
• Created a fully customized, large scale network optimizer for logistics planning
• Established a robust freight negotiation process with client teams

Project 4: Developed the Go-To-Market strategy for a leading Indian 2W company for the African Market

• Developing buyer personas. purchase motivation & complete customer journey
• Defined value proposition in competition with used vehicle imports & counter strategy
• Defined sales & service footprint & core organization

• Part of fifteen-member team responsible for conducting the largest shutdown at RIL, Vadodara
• Responsible for quality control and assurance of procured plant equipment and set equipment standards for procurement