Interventions that moved the P&L.

Metals aftermarket business was flatlining at ₹250 Cr with fragmented service revenue and OTIF collapsing below 40%.

• Signed a 10 MTPA CCM Comprehensive Maintenance contract across two integrated steel sites.
• Established a greenfield workshop and brownfield capacity while transferring engineering from Japan, USA, Austria, UK, Germany.
• Expanded supplier ecosystem by 30%; scaled organisation from 150 → 190.
• Ran a plant-floor OEE program; First-Time-Right lifted from 92% → 98%.

Enterprise business needed to scale from ₹360 Cr to ₹1,500 Cr with a supplier base misaligned to the digital procurement model.

• Built a 200-member supply & category organisation across 14 city hubs.
• Consolidated MRO procurement, industrialised supplier onboarding.
• Lifted supplier alignment from 15% → 50%.
• Enabled global distribution of critical OC & PPE supplies across 20+ countries during pandemic.

Product-only P&L needed re-engineering into an integrated services business to grow customer lifetime value.

• Built service-led business models integrating bearings, gear services, engineering support.
• 90-member cross-functional team across 14 steel-mill service sites.
• Launched performance-linked service model at steel plants.