Sutikshan Dhawan

Grow (August 2023 - Present)

• In FY23-24 and FY24-25, identified white space opportunities in collaboration with trade teams, and established 400 company stores across India, especially in underpenetrated markets.
• Managed the end-to-end onboarding and offboarding process for 400 stores, including the end-to-end operational process, i.e. Store code generation, delivery point mapping, canvasser appointments, and pricing updates with cross-functional teams.
• In FY24-25, PAN India store volume reached 40,000 MT in a single month, with 300+ stores operational.
• With designed and implemented SOPs and schemes, we were able to achieve 16% sales of premium cement pan India within the project.
• Liaised with cross-functional teams (branding, sales, and trade) to streamline shop identification, confirmation, and launch timelines.
• Created a support network for our dealers. A total of over 200 sales site representatives were hired to help dealers drive sales through markets.
• Integrated SOP for SSRs to achieve their variable and incentive through performance.
• An extensive support network was designed for our store dealers. A total of 2,500+ canvassers and retailers were onboarded to ace the market with the highest sales and undefeatable positioning.
• Designed and implemented SOPs to enhance the onboarding and performance of the canvassers. This has resulted in over 1,500 active canvassers across India in FY24-25.
• Liaised with the IT team to drive the automation for this project from the seeding stage to completion. The automation includes onboarding of leads, sales tracking, expense bill claims, store owner commissions, cash profit calculators, canvasser payment calculations, and secondary sales capture, which has helped the sales team boost volume and keep track of it.
• Led the development of an integrated GROW dashboard for sales insights, dealer health metrics, and outstanding management.
• Built and launched a custom, insightful CRM tool to monitor team activities (Planned vs. Actual), JCP adherence, expense tracking, and process compliance.
• To increase the efficiency of delivery, a designated process of demarcation and mapping was introduced, which helped the logistics team track and narrow down delivery errors, if any.
• Designed and conducted structured training modules for six field team members, over 300 store managers, and more than 150 SSRs, covering product knowledge, schemes, financial processes, and system usage. Through which the project was able to achieve 200,000 MT in FY 2024-2025.
• Delivered monthly and quarterly communication materials (handouts, presentations) to ensure continuous learning and standardization.
• Ensured 100% compliance across GROW outlets for SOP adherence, documentation, store hygiene, staff dress codes, and branding quality.

Wonder Dealer Club (Sept. 2021 - July 2023)

• Successfully implemented a comprehensive engagement and communication strategy for a network of 5,000+ dealers, resulting in consistently high levels of customer satisfaction.
• Strategically conceptualized and executed a redemption campaign for over 1,000 dealers, involving gift distributions valued at over ₹3 Crores.
• Formulated and managed the Dealer’s Club budget for FY 22–23 under the direct supervision of the Vice President of Business Excellence.
• Optimized existing calculation tools and operational processes to enhance value realization for customers by refining key calculation parameters.
• Provided critical support to the ADC management team across multiple cities, including Ahmedabad, Indore, Bhopal, Mount Abu, Udaipur, and Noida, contributing to the successful execution of a large-scale event attended by over 1,000 dealers nationwide.
• Led the WDC counter at ADC events across India, and conducted dealer training sessions to drive awareness and understanding of WDC and its functionalities.

• Acted as the primary point of escalation for customers, serving as their advocate and trusted liaison within the organization.
• Gained hands-on experience in managing infrastructure and communication workflows for four major clients: Swiggy, Myntra, Dunzo, and Grofers.
• Independently generated and handled 1,600 requests—a volume that was 62% higher than the standard workload.
• Successfully met the business objective of delivering 2,000 requests within the turnaround time (TAT) specified by customers.
• Oversaw day-to-day team operations, ensuring consistent achievement of agreed-upon Service Level Agreement (SLA) metrics.