Sanjay Janghala

A dynamic, results-driven professional with a proven track record of driving organizational turnarounds through sustained revenue and EBIT growth. Skilled in leveraging analytical insights to enhance operations and implement best practices. Possesses exceptional interpersonal abilities, adept at resolving complex challenges and inspiring teams to achieve peak performance.

Brings extensive experience in international, multi-cultural business environments. Over 29 years of extensive experience across diverse functions, including Business Operations, Production, Systems Implementation, Business Management, and Process Improvement. A proactive leader and strategic planner with a proven track record of streamlining operations, revitalizing businesses, enhancing productivity, optimizing systems and procedures, and driving cost savings.

Proficient in coordinating, planning, and executing changes in technology, machinery, equipment, process methodologies, quality assurance, control systems, and reporting procedures. Led, managed, and mentored cross-functional teams through interactive and motivational leadership; recognized for recruiting and developing high-performing leaders driven by a shared commitment to success. Equipped with vision, determination, and expertise to drive high-impact revenue growth strategies and execution.

Chief Operating Officer (COO) at JAK Group (2026-06 – 2026-09)

Led end-to-end operations across leather accessories manufacturing, focusing on operational discipline, productivity, cost control and ERP-driven processes.

Strengthened Microsoft

Dynamics 365 Business Central adoption, inventory and COGS controls, production planning and management reporting. Drove cross-functional coordination across Production, Sourcing, Merchandising, Quality, Stores, Finance and IT, while initiating process automation and AI-led digital improvements to strengthen visibility, accountability and decision-making.

Head of operations at RichaCo (2025-11 – 2026-06)

Currently leading operations at RichaCo with a strong focus on process digitization and operational efficiency. Actively driving the adoption of ERP systems and analytical reporting to strengthen data-driven decision-making across the organization. While the company has traditionally focused on stitching costs—the largest component of overall expenditure—I am now working closely with the ERP and Accounts teams to map all departments, cost centres, and expense drivers, enabling comprehensive cost visibility and tighter financial control across the value chain.

C.E.O at Fine lines (2024-07 – 2025-08)

• Driving Strategic Operations: Leading overall supply chain, merchandising, production, and quality operations to ensure cost competitiveness, operational agility, and timely delivery across units.
• Cost Optimization: Successfully brought down manufacturing costs to ₹7.75–8.00 per minute within the initial months by streamlining processes and improving labor efficiency.
• ERP & Digitization: Orchestrated a major digital transformation by implementing Microsoft Navision, transitioning 85% of manual Excel-based workflows to a fully integrated ERP system. Improved visibility across production, materials, costing, and compliance.
• Cross-Functional Coordination: Enhanced communication among departments, enabling faster, data-backed decision-making and boosting collaboration across sourcing, merchandising, and production functions.
• Job Work Cost Reduction: Successfully optimized costs in high-expense areas such as hand work/Adda, Computer Embroidery, and Schiffli work, leading to substantial savings.
• Standardized Adda work rates from ₹70–80/hr to ₹60/hr.
• Brought down Computer Embroidery costs by implementing stitch count transparency and shifting to in-house production for select styles.
• Negotiated better rates and improved vendor accountability in Treadle work and other outsourced processes.

Business Head (Garments) at Maral Overseas Limited (2019-10 – 2024-06)

Took over the business in Oct 2019 with ₹100 Cr turnover and two garment units. Scaled it to ₹275 Cr in three years.

• Implemented automatic spreader and cutting to reduce costs and material consumption
• Set up a screen-printing unit for better quality and cost efficiency
• Digitized QMS for improved quality control and timely actions
• Worked extensively with the ERP team to streamline operational reporting for better decision-making
• Added customers like, Uniqlo, adidas & few more.

COO at Orient Craft limited (2018-07 – 2019-10)

Responsible to run a unit of 550 machine in two shifts with better efficiency, quality, and system. The monthly turnover of the unit was 11.75 cr per month. Factory was working 45-48% efficiency & target was to achieve 55% with multiple products. Also, I was responsible to set up plant of 2k machine with two shifts in Khelgaon Ranchi.

• We were running 3 shifts in finishing & Cutting section.
• Also finishing & cutting section working 30 days based on roster.
• Managing subsidy reimbursement.
• Managing statutory compliance for new unit too.
• Have increased manpower from 800 to 3000 during my tenure.
• Also, have increased women employees ration from 30:70 to 85:15.
• I was Delivering decent bottom line.
• I Led the setup of a unit for home furnishing division.

Vice President Operations at Orient Craft limited (2017-01 – 2018-04)

Responsible to achieve the targeted financial results of manufacturing facility with 2200machines, 4500 workers with 600,000 pieces per month across 5 Units with combined turnover around 350 Cr.

• Up-grading Production Units to cater buyer's requirements.
• Change management; - Emphasized on using ERP to cut down manual reports and duplication of work, also generated the reports to manage the mange the efficiency of unit in all aspects.
• Identifying business opportunities as well as helping organization in setting up new units to increase customer base, added one customer Zara.
• Improved productivity by 5% (49% to54%) by putting hourly monitoring of all operations and by sorting out bottleneck issues in production lines, also by providing proper feeding, have used ERP as tool to plan the cutting based on Line plan resulting better efficiency. Have also brought down cutting cost from Rs 13 per pcs to 9 per pcs.
• Significantly contributed in setting up Quality Department for better quality which helped in reducing buyer's claims to 0.5% from 3%
• Have started first 50 pcs report concept, also 2 pcs hour check for measurement with reports etc.
• Ensured focused approach on Production Units which helped in reducing short shipments in addition to sending extra shipments with 100% quality, Order to ship has increased to 101% from 97% with same % of raw material.
• Played a vital role in introducing new suppliers to strengthen Fabric Sourcing Department and reducing purchase prices as well as better quality.
• Have brought down man machine ratio from 2.40 to 2.25.
• Operation excellence/Budgeting - initiative when I have joined organization per minute of the unit was Rs 10.65 and now its Rs. 8.16. This could happen only because of better efficiency and with concept of "right men at right job. We produce approximate 1.25 crore minutes every month. Now target is to bring down the factory cost to Rs per minute.
• Worked on 3 different CSR projects.

Vice president Operations at Biba Apparel (2016-04 – 2017-01)

• In depth knowledge of sourcing of garments/fabrics from different market across the country.
• Strategic planning.
• Vendor management /negotiation.