RAJESH TIWARI
Faridabad
Summary
Senior Operations and Business Leader with 25+ years of progressive experience driving P&L growth, enterprise turnarounds, multi-plant transformation, and board-level governance across Automotive, Metro Rail, Off-Highway, and Heavy Engineering sectors. Currently operating as Chief Operating Officer with full P&L ownership of a Rs.1000+ Cr business, Capex governance of Rs.25-30 Cr, 800+ workforce, and board-level mandate — delivering 13-17% EBITDA and 10-13.2% PAT for 3 consecutive years. Proven track record in greenfield plant setups, business turnarounds (loss-making to profitable), digital transformation (Industry 4.0, IoT, SAP HANA, MES), risk governance, and ESG implementation. Global footprint across 14 countries with deep expertise in cost of poor quality (COPQ) reduction, return on capital employed (ROCE) improvement, OKR/KPI framework deployment, and stakeholder management at MD and Group CEO level.
Overview
1
1
Language
10
10
Certifications
26
26
years of professional experience
Work History
Acting Chief Operating Officer (COO) / Vice President - Operations & Plant Head
BEST International Pvt. Ltd. (Best KOKI & Best Auto Automotive)
07.2023 - Current
- P&L: Rs.650+ Cr | Plants: 3 | Workforce: 800+ | Direct Reports: 22 | Capex: Rs.25-30 Cr | Reports to: MD
- - Sustained EBITDA 13-17% and PAT 10-13.2% for 3 consecutive years through disciplined P&L governance, cost reduction, and margin optimisation — highest in group history.
- - Delivered Rs.170 Cr revenue growth; core member of 5X Business Growth Council (with PwC) targeting Rs.800 Cr+ turnover.
- - Reduced Cost of Poor Quality (COPQ) from 1.8% to 0.26% (Rs.1.26 Cr to Rs.43 Lakh); resolved Rs.4 Cr inventory gap to Rs.5 Lakh via SAP BOM corrections.
- - Improved productivity from 4% to 9.8%; alternate sourcing saved Rs.4.97 Cr (1.25% of sales); total operational cost savings Rs.3.11 Cr.
- - Grew BK sales from Rs.43 Cr to Rs.55 Cr/month via share of business (SOB) gains with MSIL, M&M, RNAIPL and new customer launches — Stellantis, TATA, CNH, BMW, MG.
- - Deployed DOJO 2.0 and group-wide Welding Schools; optimised 66 manpower through multi-skilling initiatives.
- - Led Rs.25-30 Cr Capex with full ROI governance; driving defence sector diversification and enterprise-wide Industry 4.0 deployment.
- - Board-level contributor: shaping strategic decisions, investment planning, risk governance, and scalability roadmap.
- - Awarded by MSIL and JCB for best Industry 4.0 and ESG implementation (2023-24).
General Manager - Plant Head
SIAC-SKH Cabs Manufacturing Ltd.
10.2021 - 06.2023
- P&L: Rs.700+ Cr | Plants: 1 | Workforce: 400+ | Direct Reports: 17 | Reports to: CEO / BG Head
- - Accelerated cab production efficiency from 3% to 15% across welding, paint, and assembly within 8 months.
- - Doubled paint shop capacity via innovative twin-loading flat-bar design — first breakthrough in 11-year group history; deployed to Jaipur plant.
- - Achieved best-ever 3.5 man-days/cabin versus budget of 4.35-5.0 — historic operational benchmark in 11-year group history.
- - Reduced COPQ from Rs.114 to Rs.29/cabin; MRP go-live executed; recovered Rs.3.5 Cr Capex; achieved Rs.1.07 Cr VA/VE savings in 5 months.
- - Introduced Andon, QRQC, SMED, Kit Supply System, and Supermarket pull-flow systems to enhance operational excellence.
- - Set up greenfield Jaipur plant for JCB and CNH (Rs.350 Cr/annum capacity) in 12 months; increased group turnover from Rs.660 Cr to Rs.840 Cr.
- - Achieved Rs.4.37 Cr cost savings in FY2022-23 — a benchmark in SKH Group history.
- - Improved EBITDA from 10.87% to 14.77% through top-line growth and structured cost reduction, cost elimination, and cost saving models.
Deputy General Manager - Plant Head
Caparo Engineering India Ltd.
08.2019 - 10.2021
- P&L: Rs.550+ Cr | Plants: 3 | Workforce: 800 | Direct Reports: 36 Direct/ 75 Indirect | Reports to: BG Head / Group CEO
- - Landmark turnaround: -18% PBT to +7.8% profitability through structural cost redesign, zero-based costing, and operational excellence — delivered within defined timelines.
- - Grew revenue from Rs.120 Cr to Rs.150 Cr; group turnover grew from Rs.380 Cr to Rs.550 Cr; export contribution improved from 4% to 7.7%.
- - Improved asset utilisation from 63% to 88%; manpower cost reduced from 24% to 15.5%; raw material cost reduced from 66% to 61% via scrap reduction and VA/VE.
- - Achieved 100% share of business (SOB) for Nissan and Hyundai; added new customers: CAT, Doosan, Peugeot, TAFE/TMTL.
- - Saved Rs.10 Cr Capex through efficiency improvements and 1-shift elimination with full asset utilisation and depreciation benefit.
- - Established greenfield Madurai plant for TAFE Tractors (Rs.150 Cr capacity) in 10 months during COVID-19 period.
- - Negotiated Long Term Settlement (LTS): 85% fixed / 15% variable wages plus 3-month salary cut accepted by union — demonstrating strong negotiation and trust-building.
Assistant General Manager - Manufacturing & NPD (serving as Plant Head)
Talbros Automotive Ltd.
01.2017 - 08.2019
- P&L: Rs.350+ Cr | Workforce: 246 | Direct Reports: 12 | Reports to: VP Operations
- - Won Rs.30 Cr/year new business — TATA Cummins and JLR heat shields — plus Rs.80 Cr OEM expansion.
- - Grew monthly production from Rs.14.6 Cr to Rs.18.8 Cr; improved EBITDA by 7-10% via rigorous cost governance.
- - Secured OEM tooling contract worth USD 2.2 Mn (Rs.9.9 Cr); improved inventory turnover by 30%; completed JLR mass production in 3 months.
Manufacturing Lead Manager - Greenfield
ALSTOM Transport India Ltd.
02.2012 - 07.2014
- Metro Rail: Chennai & Kochi Metro | Associates: 200 | Direct Reports: 15
- - Ranked Top 3 APAC performer for 2 consecutive years; achieved APSYS score 2.92 vs target 1.85 — globally recognised in Year 1 of greenfield operations.
- - Reduced takt time from 15 days to 5 days in 4 months (saving 3,200 man-hours / Rs.25 Lakh).
- - Established Welding School and Special Process Centre; managed technology transfer (TT) from LAPA Brazil and France.
Deputy Manager - Production & Process Engineering
Renault-Nissan Automotive India Pvt. Ltd. (RNAIPL)
01.2009 - 01.2012
- Greenfield BIW Plant + Line 2 | Models: Micra, Sunny, Duster, Evalia, Terrano
- - Improved OEE from 46% to 87% (achieved 90% in 19 days — benchmark from DFL China); increased throughput from 30 to 37 JPH.
- - Deployed TPM across 1,247 equipment; reduced DSTR from 4.32 to 3.67 saving 33 manpower.
- - Certified Master Trainer in Alliance Production Way (APW) and NTWI by Nissan UK (Sunderland Plant).
Manager - Production
Tata Motors Ltd.
03.2008 - 12.2008
- - Greenfield BIW setup for Ace 1.0T and Microbus. Grew body shop from 3 to 72 units; efficiency +25%; FBO improved from 52% to 93%; on-time delivery 99%.
Assistant Manager - Body Shop
Mahindra & Mahindra Ltd.
08.2004 - 03.2008
- - Scorpio and Logan BIW greenfield JV with Renault. TPM improved from 78% to 90%; FPY from 82% to 93%; Scorpio capacity from 81 to 108 units/shift. 17 Kaizens + 8 Poka-Yokes implemented.
Senior Engineer
Denso India Ltd.
08.2001 - 07.2004
- - Alternator and starter assembly. Automation, predictive maintenance, TPM, and line balancing. Kaizen award winner.
Engineer
Rasandik Engineering
06.2000 - 07.2001
- - SPM throughput improved from 5.7 to 10.6.
Education
Executive MBA - Strategy and Finance
Indian Institute of Management (IIM) Indore
01-2026
Independent Director Course - undefined
Indian Institute of Corporate Affairs (IICA)
08-2026
MBA - Operations Management
IMT Ghaziabad
01-2017
B.E. - Mechanical Engineering
MPCT Gwalior
01-2000
Skills
ERP and Digital Systems: SAP HANA, SAP ERP, MES (Manufacturing Execution System), SCADA
Quality Systems: APQP, PPAP, PFMEA, QRQC, FMEA, Control Plans, SPC, Poka-Yoke
Operational Excellence: Lean Manufacturing, Kaizen, TPM, Six Sigma, 5S, Andon, SMED, Kanban, DOJO
Industry 40 and IIoT: IoT integration, Digital Twins, Predictive Analytics, Automation, Robotics, Data Dashboards
Certification
- PMP - Project Management Professional | Project Management Institute (PMI) | 2017
GLOBAL EXPOSURE — 14 COUNTRIES
- - UK — Nissan Sunderland Plant (11 months) | Certified Master Trainer APW/NTWI
- - Japan — Nissan Kyushu Plant (3 months) | Industrial Training
- - Romania — Renault H79/Duster and X1M/Evalia NPD (12 months)
- - Brazil — LAPA Plant, Sao Paulo (6 months) | Technology Transfer for Alstom
- - France — LAROCHELL Plant (22 days) | INDUS Training
- - Poland — KATOWICE Plant (15 days) | HV Testing — Special Process
- - Germany — KOKI Plant (3 weeks) | 2024
- - Italy — SIAC Plant (2 weeks) | 2023
- - Additional countries visited: Multiple European and APAC locations for NPD, benchmarking, and customer engagement
KEY CUSTOMERS AND INDUSTRY SEGMENTS
- - Automotive (4-Wheeler): TATA Motors, Mahindra and Mahindra, Maruti Suzuki (MSIL), Hyundai, Nissan, Renault-Nissan (RNAIPL), KIA, Volkswagen, Honda, PSA-Stellantis, MG Motors, BMW
- - Off-Highway and Non-Automotive: JCB, Caterpillar (CAT), Manitou, CNH, TAFE, Doosan, GE, Wabtec, Indian Railways, SANY, Euler Motors, Titagarh Firema, New Holland, Escorts/Kubota
- - Two-Wheeler: Honda Motorcycle and Scooter India (HMSI), Hero MotoCorp, TVS Motor, Suzuki
- - Metro Rail: Alstom — Chennai Metro Phase 1 (33 Trainsets) and Kochi Metro
CORE COMPETENCIES
- - P&L Management and EBITDA Optimisation - Capex Planning and ROI Governance
- - Multi-Plant Operations and Capacity Expansion - ROCE / ROIC Improvement
- - Greenfield Plant Setup (Concept to SOP) - Cost of Poor Quality (COPQ) Reduction
- - Business Turnaround and Restructuring - OKR / KPI Framework Deployment
- - Board Governance and Strategic Planning - Workforce Optimisation and Multi-Skilling
- - Risk Governance and Contingency Planning - ESG Implementation and Sustainability
- - Digital Transformation and Industry 4.0 (IoT, SAP HANA, MES, SCADA) - Stakeholder Management (MD, Board, Customers)
- - Lean Manufacturing, Kaizen, TPM, Six Sigma - Labour Relations and Union Negotiations
- - Supply Chain Management and Alternate Sourcing - New Product Development (NPD) and APQP/PPAP/PFMEA
CAREER-DEFINING METRICS
- - P&L Managed: Rs.1000 Cr+ | Peak EBITDA: 17% (FY2025-26) | PAT: 13.2%
- - Revenue Added: Rs.170 Cr+ | Greenfield Plants Established: 5 | Countries: 14
- - Turnaround Delivered: -18% PBT to +7.8% Profitability | COPQ: 1.8% to 0.26%
- - Cost Savings: Rs.3.1 Cr+ | Capex Governance: Rs.25-30 Cr | Workforce Managed: 800+
AWARDS AND RECOGNITION
- Awarded by MSIL (Maruti Suzuki) and JCB for best Industry 4.0 and ESG implementation — 2023-24, - Top 3 APAC Performer for 2 consecutive years — Alstom Transport India, - Best APSYS Greenfield Score Globally (2.92 vs 1.85 target) in Year 1 — Alstom, - Core Member, 5X Business Growth Council with PwC — BEST International, - Benchmark P&L: 17% EBITDA / 13.2% PAT FY2025-26 — Highest in group history, - Lowest man-days/cabin in 11-year history of SIAC-SKH operations (3.5 vs budget 4.35-5.0)
Timeline
Acting Chief Operating Officer (COO) / Vice President - Operations & Plant Head
BEST International Pvt. Ltd. (Best KOKI & Best Auto Automotive)
07.2023 - Current
General Manager - Plant Head
SIAC-SKH Cabs Manufacturing Ltd.
10.2021 - 06.2023
Deputy General Manager - Plant Head
Caparo Engineering India Ltd.
08.2019 - 10.2021
Assistant General Manager - Manufacturing & NPD (serving as Plant Head)
Talbros Automotive Ltd.
01.2017 - 08.2019
Manufacturing Lead Manager - Greenfield
ALSTOM Transport India Ltd.
02.2012 - 07.2014
Deputy Manager - Production & Process Engineering
Renault-Nissan Automotive India Pvt. Ltd. (RNAIPL)
01.2009 - 01.2012
Manager - Production
Tata Motors Ltd.
03.2008 - 12.2008
Assistant Manager - Body Shop
Mahindra & Mahindra Ltd.
08.2004 - 03.2008
Senior Engineer
Denso India Ltd.
08.2001 - 07.2004
Engineer
Rasandik Engineering
06.2000 - 07.2001
B.E. - Mechanical Engineering
MPCT Gwalior
MBA - Operations Management
IMT Ghaziabad
Independent Director Course - undefined
Indian Institute of Corporate Affairs (IICA)
Executive MBA - Strategy and Finance
Indian Institute of Management (IIM) Indore