Professional Summary
Professional Summary
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| Strategic Leader | Animal Feed & Agri-Business | Capability Crafter | Growth Catalyst |
"As a leader with more than 27 years of experience in India's animal feed and livestock industries, I specialize in growing companies and improving operations. I've built a reputation for empowering teams, making smart decisions with data, and consistently growing revenue. My experience in training and coaching professionals from diverse sectors has given me a unique business perspective that I apply to my work."
Glowbus Agrovet
Glowbus Agrovet
A Private Limited Venture
Product - Animal Feed Region - North India
Reporting - To Board Since August 2020 Location at Karnal, India
Vice President & Business Head
Vice President & Business Head
Role Summary
Role Summary
To led business expansion, financial growth, and operational efficiency. Elevated team performance through structured leadership initiatives. I oversee multiple departments build sustainable vendor partnerships to reinforce business resilience.
Key Leadership Highlights
Key Leadership Highlights
Achieved 23% CAGR and +6% EBITDA over four years, accelerated breakeven by 9 months.
Achieved 1.8% reduction in production losses from 3.2% by optimizing ERP-driven planning and implementing direct sourcing strategies.
Introduced CSR aligned products to support top line.
Rolling out the Sociocracy method of decisions making system.
Expanded into new regions and launched farmer-friendly nutrition products.
Introduced clear goal-setting and team alignment using OKRs and modern leadership models.
My Story at Glowbus
Glowbus embarked on a transformative journey to become a dynamic, scalable force, fully aligned with its bold vision: to be known for exceptional growth, operational excellence, team empowerment, and unwavering customer service.
We implemented twice-weekly sales forecasting, achieving 85% accuracy and improving strategic planning. OKR alignment across 65+ team members lifted KPI success to 63%, while ERP optimization enhanced resource utilization. Direct sourcing rose to 85% for medicine and 65% for key raw materials. Using SWOT benchmarking, we launched three impactful products in just two years, maintaining 100% regulatory compliance.
Trust with Indian farmers was built through the QUESTA strategy—raising customer satisfaction to 81% by improving product quality, engagement, post-sales support, and awareness. The foreign-collaborated 3D Baby Boost was embraced by 63% of farmers, boosting livestock health and expanding our premium feed portfolio to achieve 35% CAGR growth.
Internally, sociocracy workshops fostered consent-based decision-making, increasing team satisfaction by 70%. Workflow redesign cut production loss from 2.2% to 1.3%, and receivables dashboards reduced collection cycles by 18 days. With new market entries and CSR-driven revenue streams, Glowbus isn’t just evolving—it’s shaping a legacy through strategy, trust, and empowered leadership.
We implemented twice-weekly sales forecasting, achieving 85% accuracy and improving strategic planning. OKR alignment across 65+ team members lifted KPI success to 63%, while ERP optimization enhanced resource utilization. Direct sourcing rose to 85% for medicine and 65% for key raw materials. Using SWOT benchmarking, we launched three impactful products in just two years, maintaining 100% regulatory compliance.
Trust with Indian farmers was built through the QUESTA strategy—raising customer satisfaction to 81% by improving product quality, engagement, post-sales support, and awareness. The foreign-collaborated 3D Baby Boost was embraced by 63% of farmers, boosting livestock health and expanding our premium feed portfolio to achieve 35% CAGR growth.
Internally, sociocracy workshops fostered consent-based decision-making, increasing team satisfaction by 70%. Workflow redesign cut production loss from 2.2% to 1.3%, and receivables dashboards reduced collection cycles by 18 days. With new market entries and CSR-driven revenue streams, Glowbus isn’t just evolving—it’s shaping a legacy through strategy, trust, and empowered leadership.
ProVaaSys Nutrients
ProVaaSys Nutrients
(An international J V Company)
Product - Animal Feed Region - North India
Reporting - To MD April-2015 to August-2020 At Karnal, India
General Manager – SBU Head
General Manager – SBU Head
Role Summary
Role Summary
Lead the strategic transformation of ProVaaSys India, driving profitability, market expansion, and operational excellence. I foster a data-driven culture.
Key Leadership Highlights
Key Leadership Highlights
Diagnosed market challenges driving financial losses through in-depth analysis.
Spearheaded recovery strategies, achieving sustainable growth and reversing prior setbacks.
Oversaw 38-member cross-functional team; achieved 14% YOY growth.
Expanded into 3 regions and improved delivery timelines by 60% via logistics remap.
Secured lasting vendor ties for cost-cutting and supply resilience.
Successfully run trail broiler farms with 3.5 lakh at 9 loactions in Haryana.
My ProVaaSys Journey
I steered turnaround strategies, transforming financial setbacks into sustainable growth. Leading four departments, supervising six managers, and driving a team of 38, we achieved 14% annual revenue growth while penetrating three new regions. Strengthening vendor relationships created long-term partnerships, ensuring competitive pricing and supply chain resilience. These efforts laid the foundation for our aggressive market expansion strategy. Farmer relied on us to deliver feed at precisely the right moment, and we refused to let logistics become a bottleneck. We overhauled our supply chain, reducing the Delivery Lead Index from 53 hours to just 21.5 hours. This wasn’t just a number; it meant that livestock was fed on time, operations ran smoother, and trust in our company deepened. Business Growth & Strategy Transformed the organization into a data driven culture.Enhanced continuous improvement by designing customer feedback markers for products insights.Implemented structured employee appraisal & online reporting, enhancing transparency & accountability. Developed process to optimized cost efficiency by analyzing ingredients fluctuations, delivery systems & procurement. Ensured seamless cross-functional alignment, engaging department heads to develop a customer focused strategy.
Resolved critical challenges, including honoring customer commitments, ensuring transparency, addressing ethical leakages, and improving employee retention.
Resolved critical challenges, including honoring customer commitments, ensuring transparency, addressing ethical leakages, and improving employee retention.
Dayal Fertilizer Group
Dayal Fertilizer Group
A Private Limited Company
Product Animal Feed Region North & East India
Reporting To Director Dec-2010 to March-2015 At Lucknow, India
Assistant General Manager – Sales
Assistant General Manager – Sales
Role Summary
Role Summary
To led the expansion of the poultry feed division, scaling operations and driving substantial revenue growth.
Key Leadership Highlights
Key Leadership Highlights
Transform Dayal Fertilizer’s poultry feed division, scaling production and revenue 27x and securing a Top 5 regional market position in 40 months.
Positioned the brand among the Top 5 poultry feed players, strengthening market credibility and sustainability.
Built and led a 35-member sales team, streamlining operations and driving efficiency through 18 expert-led training programs and workshops.
My Journey at Dayal
Joining Dayal Fertilizers, my mission was crystal clear: to revive and rapidly scale the underperforming poultry feed division launched two years prior. Over the next 40 months, I led a remarkable transformation—growing business volume from 150 MT to 3,700 MT and boosting revenue from ₹38 Lakhs to ₹135 Crores. Strategic market penetration earned the brand a spot among the Top 5 regional players, elevating credibility across the sector.
To tap into new opportunities, we mapped and entered emerging markets in Northeast India and Jharkhand, unlocking long-term growth. I built and led a high-performing sales team of 35 professionals, streamlining operations and expanding reach. Recognizing the power of knowledge, I rolled out 18 focused training programs in partnership with expert agencies, sharpening skills across the board. Together, these efforts reinforced our operational strength and delivered consistent, sustainable business success.
To tap into new opportunities, we mapped and entered emerging markets in Northeast India and Jharkhand, unlocking long-term growth. I built and led a high-performing sales team of 35 professionals, streamlining operations and expanding reach. Recognizing the power of knowledge, I rolled out 18 focused training programs in partnership with expert agencies, sharpening skills across the board. Together, these efforts reinforced our operational strength and delivered consistent, sustainable business success.
Godrej Agrovet Limited
Godrej Agrovet Limited
A Public Limited Company
Product Animal Feed Region UP & UK
Reporting To VP (North) Dec-2010 to March-2015 At Lucknow, India
Assistant General Manager – Sales
Assistant General Manager – Sales
Role Summary
Role Summary
Led business expansion, market positioning, and operational efficiency. Strengthened brand presence, optimized sales performance, and secured industry-leading contracts. Fostered leadership development, enhancing team capability and growth.
Key Leadership Highlights
Key Leadership Highlights
Scaled revenue from ₹58 Lakhs to ₹63 Crores in five years, delivering a 16.5% CAGR through strategic expansion.
Boosted sales from 400 MT to 3000 MT in Uttar Pradesh, positioned the brand among the top 3 regional leaders.
Won 2,168 MT World Bank DASP Aqua Feed tender, reinforcing leadership and operational credibility in aqua feed.
Led and mentored a 22-member team, promoting 10 staff and earning selection for 3 advanced leadership training program.
My Godrej Journey
Working at my peak, my time with Godrej Agrovet marked a transformative chapter in my career. Entrusted with scaling the poultry feed division, I helped elevate revenue from ₹58 Lakhs to a staggering ₹63 Crores over five years, delivering a sustained CAGR of 16.5%. Aggressive market expansion across Eastern and Central Uttar Pradesh propelled sales from 400 MT to 2,000 MT within two years, while winning the 2,168 MT Aqua Feed tender under the World Bank’s DASP project solidified our leadership and credibility across the industry.
I strategically positioned the brand as the preferred choice in every potential market as Lucknow, Agra, Kanpur, Gorakhpur, Varansi and Faizabad, reinforcing our market dominance. Leading a committed team of 22, I reshaped operational workflows and nurtured talent.My performance earned recognition from the Head Office, with invitations to three advanced cources focused on business managment, leadership and sales excellence.
From 2008 to 2010, I served as Area Sales Manager, overseeing Uttar Pradesh and Uttarakhand—driving consistent 30% annual volume based on growth .
I strategically positioned the brand as the preferred choice in every potential market as Lucknow, Agra, Kanpur, Gorakhpur, Varansi and Faizabad, reinforcing our market dominance. Leading a committed team of 22, I reshaped operational workflows and nurtured talent.My performance earned recognition from the Head Office, with invitations to three advanced cources focused on business managment, leadership and sales excellence.
From 2008 to 2010, I served as Area Sales Manager, overseeing Uttar Pradesh and Uttarakhand—driving consistent 30% annual volume based on growth .
EDI - Ahmedabad
EDI - Ahmedabad
Entrepreneurship Development Institute
Project : EAST Entrepreneurial Aspiration & Skill Training
Region Eastern UP Reporting To NICT–Delhi
Agust-1998 to September-2003 At Gorakhpur India
Project Manager
Project Manager
Role Summary
Role Summary
Set up a well-organized incubation center to support aspiring entrepreneurs. Through mentorship, skill training, access to funding, and networking opportunities, I helped them build strong business foundations.
Key Leadership Highlights
Key Leadership Highlights
Inclusivity & Community Engagement- Established a dedicated group of 30 members, ensuring fair representation for women, SC/ST, and rural entrepreneurs.
Entrepreneurial Training & Skill Development- Designed and conducted seven rounds of a 21-day training program, achieving a 78% attendance rate.
Provided hands-on learning, industry insights, and tailored skill-building initiatives.
Built strategic support network by linking participants with banks, mentors, and industry experts.
Enabled venture success by providing hands-on guidance and business development resources.
EDI journey
I served as a Project Manager at the Entrepreneurship Development Institute in Ahmedabad, where I led the EAST (Entrepreneurial Aspiration & Skill Training) project focused on enabling entrepreneurs across Eastern Uttar Pradesh. My role involved setting up a comprehensive incubation center that provided mentorship, skill development, access to funding, and networking opportunities. I also formed a dedicated team of 30 members, including 19 women and individuals from SC/ST and rural backgrounds, ensuring comprehensive growth. Over the course of several years, I organized 21 intensive entrepreneurial training sessions, reaching nearly 78% of our targeted participants. besides, I assisted connections between aspiring entrepreneurs and banks, industry experts, and mentors to offer strategic guidance and ongoing support.
Durga Agro Farms Limited
Durga Agro Farms Limited
A Public Limited Company
Product Commercial Broilers & DOC Region UP, Bihar, Jharkhand, M.P., Nepal
Reporting To GM - Sales August-1998 to September-2003 At Gorakhpur India
Manager – Sales & Marketing
Manager – Sales & Marketing
Role Summary
Role Summary
Led broiler integration, retail market transformation, and strategic supply chain management. Scaled operations, expanded brand presence, and drove efficient distribution. Established DBF as the first fresh chicken retail chain in Eastern Uttar Pradesh, securing long-term industry partnerships and optimizing marketing strategies. Gained extensive market insights through hands-on experience in Nepal’s poultry sector.
Key Leadership Highlights
Key Leadership Highlights
Streatigic key member of the team introduced Broiler Integration & contract farming model optimizing risk and 3 lakh monthly chick replacements.
Managed sale and distribution of additional 9 lakh day-old chicks (DOC) per month across multiple locations.
Retail Expansion & Market Positioning - launched DBF fresh chicken retail chain, scaling operations from one to 75 outlets.
Designed marketing strategies and brand visibility campaigns, securing key industry partnerships with TVS Motors, Hero Honda, Bajaj Auto & Samsung.
Explored Nepal’s poultry industry, strengthening market insights and trade expertise.
Engaged with local farmers and businesses, deepening cultural and operational understanding.
Starting Journey at Durga Agro
I managed marketing at Durga Agro Farms Ltd in Gorakhpur. There, I developed and launched innovative contract farming models for broiler integration, scaling operations to handle 300,000 weekly chick replacements while carefully managing risks. I spearheaded the launch of Eastern Uttar Pradesh’s first fresh chicken meat retail chain, expanding swiftly to 75 outlets within three years thanks to strategic planning and solid market penetration. I also led advertising campaigns and sponsorship deals, establishing long-term partnerships with brands like Hero Honda , Bajaj, TVS Motor, Samsung for three consequitve years. My responsibilities included managing sales of over 600,000 weekly days-old chicks across multiple locations, ensuring smooth distribution and supply chain operations.
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