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Phone:+91- Email :-
EDUCATION
Indian School of Business (ISB)
Post-Graduate Programme in Management Expected Major in Operations Management Apr-2014 till date
In top 5 % of batch after 2 terms 3.94/4.00 (after 2 terms)
ELP Working on analyzing market entry points for a multinational firm in Indian LPG wagon leasing
market
Indian Institute of Technology, Bombay Mumbai, INDIA
B. Tech. Chemical Engineering Jul-2003 May-2007

WORK EXPERIENCE
Pokarna Engineered Stone Limited, Visakhapatnam Jun-2007 Feb-2014
First of its kind Greenfield project in India manufacturing quartz based engineered stone using patented technology
from Breton SpA, Italy; set up with an initial investment of USD 40m.Company is a 100 % subsidiary of Pokarna
public Limited.
General Manager Jun-2012 Feb-2014
Leading a team of over 135 across 5 functions, responsible for entire range of activities on shop-floor from product
development to finished product quality control
Conceptualized and developed new range of economic products. Convinced management to launch it. At present
it provides more than 30 % of product volumes with consistent demand build-up
Effected 25 % increase in productivity by improving processes & controls in the category of products providing
more than 60 % of our total volumes, saving USD 1.1m annually
Built organizational human asset base by recruiting, training, managing and appraising human resources at various
levels from 4 employees to 260-strength, 24-hour 3-shift operations
Solely responsible for raw materials planning worth USD 2.9m per annum approximately amidst dynamic
production environment. Actively involved in vendor development
Spearheading production planning across more than 60 products in sync with customer requirements and
priorities; conducting weekly meetings for review with marketing
Created standard procedures, crucial checklists and set up management information system for operations.
Participate in regular reviews with teams and senior leadership
Deputy General Manager Nov-2010 Jun-2012
Acquired ISO certification in 2012 leading a team of 4 core manufacturing functions - Production, Research &
Development, Quality Control and Production planning & control
Hand-picked from team of professional peers for conducting techno-commercial study encompassing extensive
travel for Euro 6M backward integration project of manufacturing quartz grit and powder. Identified technologies,
vendors, layout and potential project site for unit
Handled key customers during trade shows in India, US and Europe. Represented our brand Quantra in largest
US exhibitions from 2008-2011. Assisted Business Development and Marketing by serving as technical liaison for
customer visits to our factory and at international exhibitions
Senior Manager Nov-2009 Nov-2010
As in-charge of product development built the product range of Pokarna managing a team of 12, expanding
existing range by 130 %, which provided 54 % of total volume sold
Created new range of onyx products in quartz based engineered stone, which was a first amongst the competition
of established players and helped to position Pokarna as an innovative player
Handled Quality Control of raw materials and supplier evaluation as part of team; established testing systems for
raw material & finished goods as per international standards of EN & ASTM
Assistant Chemist Jun-2007
Nov-2009
Led transfer of first of its kind Breton stone technology from Italy to India; visited Italy regularly for trainings on
the same for driving competitive advantage
Secured requisite government approvals and sanctions from Joint Inspector for factories and Pollution Control
Boards for development of USD 40 million green-field project
Took on additional responsibility of over-seeing construction and operational start up as project manager in
collaboration with 10-member European technology partner team
PERSONAL Actively involved in various dramatics activities at college. IITB Alumni Association member &
active contributor to young faculty award. Mentoring IITB students.
a. Describe two different and distinct paths you could see your career taking long term. How do you see
your two paths unfolding? How will Cargill play a role in your long term plan? Word limt: 300 words

I see myself as attaining a CXO position in a multinational diversified firm or running my own company in
long term.
Learning new technologies in a role which gives real exposure to running a business excite me. My job pre-
ISB where I had cross-functional exposure and interaction across hierarchy levels taught me the basics of
business and building an enterprise. In this unstructured environment dealing with new manufacturing
technology, I relied primarily on action-based learning. What I lacked was structured business knowledge
which I am now gaining at ISB.
After finishing business school, I would prefer to take up a managerial position in operations at a
multinational diversified company. Over the medium term in 10-15 years I would like to grow into a general
management position handling a geographical region or a business unit. Ultimately I would strive to attain
top management position in a multi-national conglomerate.
The other route would probably digress once I have worked for 5-7 years in the multinational organization,
where once gaining exposure to the best industry practices and developing contacts, I would like to start my
own venture.
Cargill is perfect fit for me as it is a huge, diversified firm with multinational presence and is sincerely
focused on innovative products which touch many lives. Cargill can provide me exposure to highly
structured business at large scale and at the same time the flexibility to dabble across functions and
businesses. SBD role would be a great opportunity to learn & perform in high stakes, complex and dynamic
environment with ample room for upward mobility. I strongly believe this would prepare me as a future
business leader equipped with not only cutting edge business knowledge, great problem-solving capabilities
and team skills but also one who can create positive impact on society through adherence to ethics.
How should CFI make choices between expanding in B2C versus
investing further in B2B?

CFI should focus on B2C in the edible oil market for the next 5 years because:

Particular B2C B2B

1. Average Margin % 7.5% 2.5%
Ref:: http://articles.economictimes.indiatimes.com/2014-05-09/news/49742808_1_oil-segment-sunrich-sunflower-oil-brand
Packaged oil as Expected % of total edible oil market in 2017 (22 Million
MT) :: 70% which means a total market of 15400000 MT. The present
volume of B2C edible oil is only 464000 (80% of 580K MT). So there is
huge room for growth.
With its diverse product portfolio, established brands and increasing
consumer awareness, CFI is in a poised to take advantage of this growth
In the end it depends on ROCE, and being relatively higher margin, B2C
provides better ROCE
The fixed cost of USD 20-25M is almost same as Net Income of USD 20M
and hence the operating leverage is pretty low of the business overall so it
can pursue bulk activities too but given the margin difference I would still
suggest to go with B2C

Can CFI leverage its existing business to expand into other

staples (e.g., corn, vegetable protein, pulses)?

CFI can leverage its relations with retailers for acquiring proper shelf space
in pushing the products such as packaged corn, pulses etc. since it has
already portfolio of established brands in packaged edible oil category.
CFI can utilize economies of scope in logistics for these products
Apart from these, CFI may need to generate processing capabilities through
organic as well as inorganic route for producing these products locally. In
such case, there may be no leverage on account of the 3 refineries CFI has
in India.

B2C

What opportunities or a challenge does CFI face given Cargills

history and practices in these businesses elsewhere in the world?

Given Cargills business based on its expertise in processing and managing

risk and supply chain logistics with emphasis on innovation and technology
CFI has a great foundation to support it in Indian market. It can offer
quality products at reasonable prices and capture a largely unorganized
Indian market in terms of food items.
Cargill possesses the financial muscle, experience and geographical spread
to minimize the downside outcomes.
An immediate challenge I see is the poor infrastructure and state machinery
support in India but with the new government at center it can be hoped that
this situation may improve going forward
Another more significant challenge I see in Indian market is that Cargill
being an ethical company and India being a market with great potential but
lot of bureaucratic red tape, corruption at different levels, it may take CFI a
little longer to establish itself in India.