Associate Director (FTL Marketplace Ops, TMS MCT & Transport Desk) at Freight Tiger (2024-07 – Present)
Promoted to lead the Transportation Management System (TMS) Managed Control Tower (MCT) and Transport Desk operations, in addition to ownership of the FTL Marketplace, strengthening governance and service delivery across our suite of customers.
- Directed journey management for 4 Lac+ trips monthly, enhancing shipper visibility and operational control through continuous monitoring and analytics of LSP performance — improving vehicle tracking compliance (SIM/FASTag/GPS), ePoD adherence, and OTD performance.
- Delivered 10% improvement in OTD, 15% in ePoD collection and 20% reduction in tracking gaps through real-time exception management and data-driven vendor scorecards.
- Managed transportation as a service (Transport Desk) for leading clients in Tyres, Paints & Beverages, acting as an extended logistics arm — owning operations from order receipt → planning & dispatch → tracking → freight invoicing, resulting in higher SLA compliance and improved cost-to-serve.
- Standardized compliance & documentation processes, ensuring >95% accuracy in ensuring driver carrying trip-related statutory documents and minimizing shipment hold incidents.
Senior Manager (FTL Marketplace – CX, Ops & Vendor Desk) at Freight Tiger (2024-07 – 2024-07)
- Managed 2.5x scaled Full Truckload (FTL) operations while reducing operational costs and headcount by 22% through workflow optimization and productivity enhancements driven by DILO (Day-in-Life-Of) studies.
- Re-engineered payment governance frameworks, redefining the maker-checker model (Control Tower as maker; Finance as checker) and eliminating redundant approval stages—cutting advance payout TAT by 33% (6→4 hrs) and balance payout TAT by 50% (7→3 days).
- Established a 24/7 Control Tower with a 3-shift operating model, enabling real-time vehicle visibility, faster exception handling, and improved service levels and shipper satisfaction.
- Developed and institutionalized a CX Metric Scorecard to continuously track service performance, identify systemic gaps, and drive targeted process improvements across the supply chain.
- Reorganized operational teams by sub-function, region, and shift to clarify accountability, improve coordination, and accelerate operational responsiveness.
- Revamped Proof of Delivery (PoD) collection, opening PoD points at major unloading hubs—reducing fixed PoD runner costs and delivering leaner, more efficient operations.
- Centralized escalation management by launching dedicated Escalation & Vendor Desk teams, achieving 90% escalation closure within 48 hours and significantly elevating Fleet Owner (FO) experience.
Senior Manager (FTL - Operations) at Delhivery (2022-01 – 2024-06)
Oversaw end-to-end Full Truckload (FTL) operations, including First Mile, Mid Mile, and Last Mile, managing a monthly volume of 20,000+ orders with full ownership and execution oversight.
- Transformed First Mile operations from a cost center to a revenue-generating function by generating ₹3.6 Cr in ad hoc orders and driving the creation of 50,000+ supply leads through implant agents.
- Established a dedicated escalations team to improve response time for trip-related exceptions, enhancing service reliability and overall operational efficiency.
- Implemented a Time Motion Study (TMS) to streamline operations and improve team productivity, resulting in optimized resource allocation and a leaner FM, MM, and LM team structure.
- Redesigned Mid Mile tracking by introducing custom tracking logic, which enabled a 25% reduction in team size while maintaining service levels and improving shipment visibility.
General Manager (Manufacturing) at Y-Access Manufacturing (Formerly Youngman Manufacturing) (2021-06 – 2022-01)
- Restructured factory layout and transitioned finished goods stacking from horizontal to vertical, significantly increasing available production space and optimizing warehouse efficiency within existing infrastructure.
- Revamped packing methodology by adopting palletized packing, reducing consignment damage rates from 5% to 1.5%, and enhancing product integrity during transit.
- Optimized dispatch operations by leveraging logistics aggregator platforms (Shiprocket, Shipyaari, Shipsy), resulting in reduced transit time by nearly 50% and substantial freight cost savings.
- Redesigned raw material ordering process based on lead-time replenishment and minimum stock thresholds, enabling a shift to lean inventory practices and reducing unmoving stock value from ₹4 Cr to ₹1.86 Cr.
National Operations Manager (Logistics, Supply Chain and Warehousing) at Y Equipment Services (Formerly Youngman India) (2019-08 – 2021-06)
- Reduced transit time per order to 4 hours and cut logistics costs for branches by ~50% through implementation of a fixed vehicle model, replacing the inefficient ad hoc dispatch system.
- Doubled national footprint, expanding operations from 8 to 16 pan-India locations, and launched a first-of-its-kind Onsite Experience Store, enabling customers to access the complete product range directly at their construction sites.
- Introduced an Operations Scorecard System to drive performance accountability, achieving 100% quality compliance in receiving and 90% on-time delivery and pickup within committed turnaround times.
- Implemented quarterly refresher training programs for ground staff to improve service quality and consistency, resulting in enhanced customer experience and operational excellence.
Senior Area Manager (Order Fulfilment) at Supr Daily by Swiggy (2019-02 – 2019-07)
Branch Manager (Punjab & J&K) (PTL Operations) at Rivigo (2018-03 – 2019-02)
Assistant Manager (Area Operations) (Punjab West) at Blue Dart (2016-07 – 2018-03)
Management Trainee (Operations) at Blue Dart (2015-07 – 2016-06)
