My Projects

I led the Customer 360 program for Shell North America Lubricants, helping the business deliver $15M in incremental margin over two years and achieve 95% target user adoption. I delivered this by aligning cross-functional stakeholders on key success metrics, leading the platform roadmap and delivery, and running a disciplined operating cadence that embedded adoption within the business operating model.

I led an inventory rationalization program that freed up $15M in working capital and reduced DIO by 10% in 24 months, by resetting inventory norms, improving demand signals, and executing disciplined stock redistribution across the network. This exercise was not a single team led initiative but, required strong partnerships across Manufacturing, Planning and Logistics making it, a truly enterprise-wide initiative ultimately leading to significant and sustainable benefits over the medium-term horizon.

I unlocked $500K in annual OPEX savings by resolving a four-function deadlock — reframing an HSSE red flag into a governed, phased pilot that all stakeholders co-owned and signed off. I leveraged my stakeholder engagement capabilities along with critical thinking to build cross-functional engagement as well as utilize team technical expertise to design controls that allowed the organization to deploy a secure commercial-effective supply route helping to reduce logistics opex over a period of 12 months.

Delivered $80K immediate OPEX savings and enabled ~$1M incremental sales by deploying a tactical GenAI solution that converted technical product documentation into e-commerce marketing copy across 1,000+ products — in 2 working days versus a 9‑month vendor timeline.

During Covid, I kept nationwide terminal fuel supply running for 12 months with ~50% staffing by redesigning the operating model — critical-activity rostering, risk-governed contingency manpower, and MOC oversight. We activated the model three times with no network-level supply disruption and avoided ~$200–300K in incremental logistics cost. I then codified it into our Emergency Preparedness plan and vendor contracts to institutionalize resilience.

I contained a single-source supply crisis for a niche Omala grade for a key Indian wind OEM by securing an alternate China supply path, accelerating legal and regulatory enablement, and bridging the gap with a $100K airfreight decision — avoiding $500K in penalties and preventing a key account loss, while protecting long-term revenue and sector presence.