Lodha Group is a multinational real estate developer; FY18 revenue $1.2B

•Led functional strategy for a newly established hospitality and property management services unit, managing 15 luxury & premium properties, among others

•Managed unit’s expense budget ($15M); led 8-member team handling end-to-end procurement process

•Performed financial scenario analysis, restructured partnership deals resulting in annual savings >$1M

•Led comprehensive benchmarking to gain insights on competition, cost structures, productivity, etc. and renegotiated cost & performance standards; worked on customer journey mapping and service re-design

•Led a cross-functional program and launched a property management mobile app across Lodha developments (5000+ downloads), for residents and managers to interact and transact in real-time

•Developed staffing strategy, organization structures, career paths and role descriptions to support rapid expansion across 15 locations; 40 to 150 direct and 200 to 1000 contractual staff in 18 months

The Foundation provides trade skills training and job linkages to rural underprivileged youth

•Managed production of corporate website and video, prepared sector-specific pitches to leverage non-BD team across India

•Obtained commitments from donors & employers to increase training capacity & job linkages by 15% annually (300 youth)

Cipla is a multinational generic pharmaceuticals company; present in 100+ countries; FY18 revenue $2.3B

Cipla Biotec was a new venture to transform the usage of biologics globally (Mar 2014 - Mar 2016)

•Directly reported to the CEO and managed his office (CEO commuted from the US), collaborated with all functions: R&D, Manufacturing, Regulatory, etc. to develop business cases and management updates

•Drove long-term strategy development, including building financial models, executing market research, and building a detailed COGS model to develop the manufacturing strategy to make biosimilars affordable (COGS<75% of industry avg.)

•Managed the venture’s stage-gated planning, and budget worth over $50M during my tenure

•Re-designed selection approach for product pipeline, considering various factors, such as market, competition, technology, etc.; led to re-prioritization of portfolio when presented to Pipeline Committee

•Led out-licensing efforts for Latin America, reached Letter of Intent stage with 2 potential partners

•Project managed due-diligence activities for a 25% stake sale in a Chinese biotech firm, for a value $26M

•Represented Cipla at biopharma conventions in Brazil and Mexico

•Acted as central liaison for due-diligence by potential investors and bankers, managed four such processes

Cipla New Ventures is early-stage healthcare investment arm & new venture incubator (Jun 2013 - Feb 2014)

•Assessed five investment opportunities (size<$10M); presented go/no-go decisions to Cipla Leadership

•Part of 4-member team that managed $5M investment in “Chase” (later sold to Allergan), built valuation, forecasting and pricing models in multiple therapeutic areas, conducted market research, primary interviews of payers & physicians, etc.

Dar is a multinational design & construction services firm; present in 59 countries; FY18 revenue $2.5B

•Led a 4-member team on one project; worked on façade designs for 8 projects partnering with global teams