GS Dhir VenuNad, Bungalow No. 1, Bhoir Colony, Chinchwad, Pune- 411033, India Email: gurminder.dhir@gmail.com Mobile no: +919890351105 LinkedIn: http://in.linkedin.com/in/gsdhir/ Skype: gsdhir_64 WhatsApp: +2348035232325 Date of Birth: 8th June 1964 Passport No. /Pan No: L8441458/AAAPD1994N Languages Known: English, Hindi, and Punjabi Education Indian Institute of Technology, Kharagpur B Tech., Metallurgy, 1982 - 1986 Grade: CGPA 7.31 Independent Coursework IELTS BAND 8 GMAT SCORE 590 QMS AUDITOR, IRCA UK MBA (Business Administration) SAP Certified ERP Consultant SIX SIGMA CERTIFICATION EXPERT IN MS OFFICE Techno Commercial Professional/Profit & Loss Head with Focus on Top and Bottom Line Growth Summary

Good idea on Greenfield projects as well as Expansion projects and Capital Goods .Very Rich Cross-Functional Experience and knowledge in Iron/steel making through Coke Ovens, Sinter Plant, BF, LD Convertor, Pellet plant, DRI Plant, EAF, Electric Induction furnace, VOD Converter, AOD Converter, LRF, CCM, HRM, CRM and Metal processing like Rolling, Extrusion, Forming, Casting, Forging and Drawing as Steel Plant In charge.

Overall responsibility of operations & financial performance of the Group. Provide Leadership & Vision to the Industrial Group. Coordinating operations of various Manufacturing units in order to achieve consistent growth & profitability. Identifying opportunities, integrating & implementing comprehensive business plans across the group. Building a strong team of motivated professionals. Strategic planning, troubleshooting, implementation of best practices & strong management systems across the group ensuring optimal utilization. Handled volumes in Millions of Tons and Business worth Millions of USD per annum while managing business operations.

A Dynamic result was driven Techno Commercial Professional, with an experience of over 25 years in Business Planning, Profit Centre Head, Business Development, Product Promotion, Handling sales and Resource Management in Steel / Metal Industry with well-known organizations.

With proven abilities executed large Business Operations, Designed Business Strategies, and established new avenues for Business Growth and developed Key Accounts Management. Ably handled challenges, introduced New Products in the market and efficiently did Product Costing.

Value added as a seasoned management professional with very Rich experience and expertise in executing enterprise-wide strategic learning and development solutions. Specializes in positively impacting the performance and profitability of diverse, large-scale organizations through performance-based learning solutions in Short span and in Record time.

Extensive knowledge in Activities pertaining to Branch Network Management and Customer Relationship Management functions.

Implemented Quality Improvement Techniques in the Business Process and for improving the efficiency in services and maximizing value creation. Good Knowledge on ISO, TPM, TQM, Six Sigma, Lean Manufacturing, Business Excellence Models Like MBNQA, EFQM, Deming’s., QBM.Good Idea on Implementation of QFD/CTQ ,5S, Kaizen,Old and New 7 QC Tools, APQP, PPAP, FMEA, MSA, SPC,DOE, Poka Yoke, Lean manufacturing –Value Stream mapping, JIT , SQC, QIE, Proto Engineering , BSC. Quality Standard Implementation like ISO 9001, ISO 14001, TS 16949, OHSAS 18001, ISO 27001, SA 8000, ISO 31000.

Complete P&L responsibility including operations, administration, Finance, HR, Marketing& business development .Strategic planning, implementation of best practices & strong management systems.

Handled the entire Commercial Functions like Purchase, Excise, Accounts, Costing, Stores management, Administration, Liaisoning, Developing MIS reports, Clearances and Logistics coordination, Review of internal Audits reports and other entire commercial activities.

BE/Btech (Metallurgy)

25+ years of experience with at least 10 years in a P&L managing role. Strong techno-commercial skills. Strong in operations, P&L control, raw material availability, planning, working capital management, inventory management, coordinating and planning the entire supply chain - raw material to production; production to sales; sales, and production to finances and purchases to ensure efficient JIT operations. Handled frontline sales &marketing. Sound knowledge of finance.

Expertise Commercial, Sales, Marketing and Business Development Quality Assurance and Quality Control Mining, Mineral Processing & Extractive / Physical / Mechanical Metallurgy Project planning and execution Cost control and Plant operations Supply Chain Management Dynamics of Logistic Management Negotiation & Contract Management Production, Planning, and Control for favorable Product Mix Relationship building Systems & Processes AIM, RBI Carbon Capture and sequestration Products 1. Long products -Semis/Structural/Wire Rods/Rebar’s 2. Flat products - HR/CR Coil/Sheet , Plates, GP/GC, Tinplate, CRGO/CRNO, Color Coated Sheets 3. Tubular products (Pipes) ERW/SW/Seamless Pipes and Tubes 4. Alloy steel/Stainless Steel/Ferro Alloys 5. Iron Ore/Pellets /Pig Iron/DRI/HBI/Scrap Specialties Excellent background in Ferrous & Non-ferrous Metallurgy, Manufacturing techniques like Casting, Forging, Hot/Cold Rolling. Interpreting Microstructures, Heat Treatment, Welding Procedures, Corrosion Investigation, Chemical and Mechanical testing, Failure analysis, Material and Process selection, Metallography, Metallurgical Consultation. Coke Ovens, Sinter Plant, BF, LD Convertor, Pellet plant, DRI Plant ,Electric arc furnace, Electric Induction furnace, VOD Converter, AOD Converter, LRF, CCM, HRM, CRM and Metal processing like Rolling, Extrusion, Forming, Casting, Forging, and Drawing . Experience ED/Midgal (Profit & Loss Head) (Comcraft Group) Abeokuta, Nigeria. Feb 2015 - Present (1 Year 4 Months) Midgal (Comcraft Group)/Nigeria Comcraft Group of Companies, a Multi-billion dollar enterprise that has a presence in over 40 countries. Looking after Production, Finance, Marketing as overall profit and loss head of the plant. The total turnover of the plant is approx.75 Million Dollar on a yearly basis. The plant was taking HRC as raw material and after converting into CRC and galvanizing/color coating line was selling GI/PPGI Coil/sheets as the finished product. Handled the entire Commercial Functions like Purchase, Excise, Accounts, Costing, Stores management, Administration, Liaisoning, Developing MIS reports, Clearances and Logistics coordination, Review of internal Audits reports and other entire commercial activities. In Midgal we were having Zinc consumption to the tune of 100 gm per MT of Galvanized Coil produced, as we were having Zinc bath with Al % in the range of 0.18%.It was leading to the extra production cost of approx. 100USD/MT.As we had the advantage of a NonOx Furnace in place of a Flux line and so we switched over to a variant of Galfan Technology with Al % in between 2%-5% which has brought the zinc consumption to below 60 gm /MT of Galvanized coil produced and has also drastically reduced the Dross formation.

In Midgal the Nonprime generation was approx. 3000 MT against a total production of 50000 MT, per annum amounting to approx. 6% of total production. Loss per MT for the sale of nonprime qty. was approx. 750 USD /pm approx. 50% of prime product cost. Leading to total loss of 2.25 million USD on a yearly basis. This was brought down to below 2% by taking following proactive steps: 1.Unplanned GI line stoppages were brought down to less than 10 per month from an earlier average of more than 50 per month by taking action on corrective and preventive maintenance on the line. As 80% Non-prime generation was due to unplanned line stoppages. In Midgal we used to sell Plain GI Sheet/Coils to the tune of 90% of total sales. The major thrust was placed on sales of Value added items like Colored Coils/sheets and wide/thicker coils/sheets where the margins were higher, we were able to increase share of value added products to 20% of total sales. COO/General Management position Credential Electrical Products and Appliances Chinch wad, Pune, India Feb 2013 – Jan 2015 (2 Year ) Credential Appliances/India A Medium scale Industrial unit with a big reputation in the local market for Product quality and Customer service. Looking after Production and Marketing operations of the unit. In credential appliances we were able to add lots of Blue chip clients like Thermax, Alfa Laval, Cummins, Bhel,Wortela Diesel etc. by giving utmost importance to concept of Customer satisfaction by taking regular feedback from our customers regarding any issue where they needed our assistance and solving the issues of the customers on proactive basis to the satisfaction of all concerned. Head (Steel) / Rustavi Geosteel LLC/Jindal Steel August 2011 – Jan 2013 (1 year 6 months)

GEO STEEL LLC/Georgia

The biggest steel plant in Georgia, with an installed capacity of 175,000 metric tons per year. Looking after Production and Marketing operations of the plant. Total yearly turnover of the unit was around 100 Million dollar. The plant was taking scrap as raw material and through EAF /LRF /CCM / Rebar rolling mills Rebar’s/WRC were produced as finished products.

# Marketing Plan # Production Plan for Plants # Profitability Plan # Analyzing Trade-offs and evaluation of alternate strategies # Development of overseas and domestic market. # Inventory management Developing strategic business plans and devising marketing and sales strategies. Overseeing sales of steel products such as Rebars and wire rod coils, developing a network of channel partners and promoting the company’s brand. Conducting marketing surveys, assessing demand and preparing production plans. Leading a team of dedicated personnel and focusing on increasing local sales to promote growth.

Devised marketing strategy and increased monthly sales volume from 9,000 metric tons to 12,000 metric tons; augmented monthly revenue by 33% to over USD 11 million

Gathered information about the local construction companies, sent brochures and letters and made presentations at personal meetings; increased number of clients by 200% in 10 months

Established channel partners in Georgia and appointed 3 dealers in the local market and 1 in the international market; improved local market share from 20% to 60% in 1 year

Managing inventory and taking stock every month to optimize the plant’s production capacity; reduced cost of carrying inventory by 12%

Revised basis of sales of Rebars from weight to number of pieces and generated monthly saving of USD 250,000

Instituted changes in the rolling mill and reduced production of the rarely sold short-length Rebars; achieved cost saving of 30 metric tons per month

Achieved accuracy in storage and delivery of finished goods through tagging and color-coding measures, and by ensuring that short lengths are not kept with the prime long material

Obtained the industry-standard quality certification for Rebars from CARES in the UK, in June 2012 Also in Geo steel Georgia, we were producing re-bars from Billets and lot of short length generation of re-bar used to take place, say more than 10% of total production. We are allowed a tolerance of +- 4% in thickness of re-bars. So we had put automatic gauge meters so that depending upon the size of Billet the gauge of re-bar being produced will be adjusted , so as to make sure that no production of short-length re-bar should take place and we were able to reduce short length rebar production from 10 % to less than 2%.

We had a very major client of ours in Geo steel Georgia from Turkey to whom we had to

export rebar’s and he wanted all documents to be sent to him in advance including invoice,

test certificate, bill of lading , custom declaration so that once the truck crosses the border

he should not face any hassle .He was a big client of ours , so due to my very strong

relationship with this guy we were able to manage the show and even when sometimes

due to customs problems the documents used to get delayed we were able to pacify him

by ensuring that the document sent will be totally fooled proof.

Head (Steel) / Pune at ISMT LIMITED June 2010 - July 2011 (1 year 2 months)

ISMT LIMITED/India Largest integrated specialized seamless tube manufacturer in India. Looking after Production and Marketing operations of the plant. Total yearly turnover was approx. 200 Million Dollar. The plant was using scrap as raw material and through EAF/LRF/VOD/AOD / and through CCM round Blooms /Billets were produced for selling as well as further rolling for producing Seamless pipes and tubes.

# Marketing Plan # Production Plan for Plants # Profitability Plan # Analyzing Trade-offs and evaluation of alternate strategies # Development of overseas and domestic market. # Inventory management

Held responsibility for strategic consulting, preparing business plans and developing sales strategies. Ensure sales of alloy steel and precision seamless tubes in the Indian market. Developed channel partner network and promoted the brand with the assistance of dedicated team members.

Marketed products through network, offered them at lower prices and acquired 9 new clients; improved monthly sales of round bars from 8,000 metric tons to 12,000 metric tons

Instituted use of alloys extracted from scrap instead of using virgin-state, which reduced expense on alloys by 50% and augmented monthly revenue from 7 million USD to 10 Million USD.

Development of special grades like Stainless steel SS304 and SS316 for supplies to customers. Other Alloy steel grades developed for Automobile sector. Reduced consumption of costly alloying elements like Chrome, Nickel, and Molybdenum; achieved monthly sales of 1,000 tons and added 1 Million USD to the top line In ISMT we were producing special alloy steel, where we used to add additives like Nickel, chromium in pure form .Which are very expensive metals? We designed the system so that

we can extract chromium, nickel directly from scrap instead of adding separately, it resulted in our cost of production reducing by more than 50%. . In ISMT we had identified that lot of Inventory was appearing in our stocks. As alloy steel orders are in a small lot and plant people instead of going first in first out used to deliver the fresh production and leave the old stocks as it is.We got a thorough age-wise analysis of the stocks done and then we decided each order generated from production till dispatch will carry the same no. And hence stocks produced against an order cannot be substituted by some other stock in a later stage. We were able to identify that approx. 30 % of the stock consisted of old stocks which were not moving at all due to very stringent quality and inspection criteria the plant people used to leave any such stocks and not dispatch to customer, because once you dispatch to customer if there is any defect found hue and cry will be raised by customer and the concerned staff in plant will be caught. We were able to reduce all such old inventory over a period of time. In ISMT normally orders were delayed in supplies to the customer where heat treatment used to be involved, as heat treatment is a batch process and it was very difficult to find out that at what stage did the delay occurred. Hence we decided that all the heats produced where later on heat treatment was to be carried out cannot be used for other orders, where heat treatment was not necessary. Hence if such stock used to stay in the system it used to get caught immediately as nobody will be able to use this stock for non-heat treatment orders and then we can ask the people doing heat treatment as to why they have not executed the order till date. Plant (Head) / Lagos at Land craft Industries Limited June 2009 – May 2010 (1 year)

LANDCRAFT INDUSTRIES LIMITED/Nigeria One of the largest steel companies in Nigeria. Looking after Production, Finance, Marketing as overall profit and loss head of the plant. Yearly turnover of the plant was in the range of 25 Million Dollar. The plant was using scrap as raw material and the Further process was based on Induction furnace /LRF and rebar rolling Mills. Headed the plant and all departments, with responsibility for planning production, sales and dispatch according to monthly targets. Designed and executed projects in conjunction with finalizing and monitoring production and marketing plans, managing inventory and handling P&L.

• Production Plan for Plants • Marketing Plan • Profitability Plan • Logistics Plan • Inventory management (Raw material and Finished goods) Spearheading the entire Profit and Loss of the Company.

Handled a team of 180 staff and plant workers in the initial phase of establishing the plant; leveraged network of contacts and customers to market products

Managed business development activities, received advance orders of 1,000 metric tons and oversaw sales of Rebars from the new mill.

Instrumental in getting the supplies of gas for running the Reheating furnace from Falcon gas. Negotiated with NEPA the Electrical Authority for allocation of a dedicated Line and got allocated 17 MW of electricity for the company.

Successfully commissioned the rolling mill complex. Managing the regular business development endeavors.Participating in the sale of Rebars from the new mill that started with advance orders of 1000 MT.

In land-craft industries, we were able to motivate all the employees to stabiles the new production unit and start production / sales our period of three months.

Head(QA/QC,Production,Projects,Commercial / Sales, Marketing, BD) and Misc. Departments / Nigeria at Global steel Holdings Limited/Mittal Steel August 2005 - May 2009 (3 years 10 months) GLOBAL STEEL HOLDINGS LIMITED/Nigeria

Manages steel-making capacities in 5 countries, including India and Nigeria. Looking after Quality/Production /Marketing .The total turnover of the company was to the tune of approx. 300 Million dollar per annum.The process was based on Pellet/DRI/EAF/LRF and CCM to produce Billets and Rebar mill for producing TMT bars. Managed all marketing operations, including business development and client relationships. Liaised with the Ministries of Works, Housing and Urban Development to promote products. Solve technical problems and kept track of competitor activities. Ensure maintenance of quality standards, led CRM and TPM operations and identified retailers to strengthen distribution channels.

Successfully promoted the company products with construction companies. tion in the construction sector

from 15% to 30%.

a reduction in Stock to Sale Ratio from 3.0 as in Nov ’05 to 0.5 as on Nov ‘06 at an NSR which is 25% Higher.

Liaised with NEPC, the ECOWAS Secretariat, and the Ministry of Cooperation & Integration in Abuja, for all export related activities In Mittal steel in Nigeria, our re-bars were being produced not by Thermax process and we had to use a lot of excess manganese to give desired strength to the rebars incurring extra cost , we were able to stabilize the Thermax process and produce good quality rebars at less cost compared to an earlier period. In Mittal steel Nigeria for export of rebar’s we had to obtain ECOWAS certificate from Abuja so that we are able to get government concession against the export of goods, due to my very good personal relationship with all the officers in Eco-was sect. /NEPC In Abuja we were able to obtain all the documents on time .I am sure that those officers there would still remember me very fondly. In Nigeria, we were able to establish our products like rebars and WRC in the market by meeting all the customers both in retail and project segment. In a systematic way, our advertising campaign was carried out along with meeting CEO’S of all the big companies buying our product so that in a short time frame we were able to establish our products in the market As Head (QA/QC, Production, Projects, Commercial/ Sales, Marketing, BD, CRM, and Misc. Departments / India at Steel Authority of India Limited

August 1986 -July 2005 (19 years) SAIL/India

India's largest steel-producing company, with an annual turnover of approx. 8 Billion USD.Worked in various departments including Steel Melting shop, Projects , Quality assurance etc.

initiated Corrective and preventive actions with producing units for major Product quality complaints from Key accounts of SAIL. Coordinating for sales of Special quality steel for Flat product / Long product, tonnage 2 lakh tons.

Achieved ISO 9001:2000 certificates for identified locations from M/S TUV India private Ltd. Without the help of any outside consultant.

The distinction of being nominated as Certified Lead Auditor from CII. Instrumental in identifying new modules (SBU) as avenues of increased revenue

generation without making a capital expenditure as a result of restructuring the marketing/Production set up & systems .Identified additional realization worth 20 Million USD.

Studied marketing and production practices in association with McKinsey & Company. Conducting analysis of marketing/production systems and procedures, identify areas for improvement and suggest modifications. Working as an active team member of a TMI working group to study of marketing/ production practices in coordination with management consultants Mckinsey’s. Designing & developing new marketing systems / order booking system for increasing revenue streams.

Introduced state of the art modern handling Equipment like Travel lifts with magnetic facility for easy loading & unloading to achieve faster turnaround & quicker deliveries.

Successfully coordinated logistics for stock movement of One Million tons per annum.

The merit of having introduced online computerized systems integrating the marketing outlets with the SRM Office. In steel authority lot of projects were carried out by us in our steel melting shop to reduce nonmetallic inclusions in steel so as to produce ultra clean steel, because all quality issues in steel in subsequent operations arise if the basic steel is not clean. We developed very specific sops and followed them to ensure production of clean steel. We were having major problems in our dispatch depot in steel authority of India limited as all stocks were lying in a haphazard way with identities missing and delivery to customers were a real problem. Our staff was all demotivated including contractors. We decided to follow a step by step approach and told all the staff that we have to work as a team to achieve company goals so we formed a system of having a weekly meeting to review the progress, and slowly we started cleaning and identifying all the stocks and over a matter of few months our dispatch yard bore a new look. In the steel industry, the steel making is the most crucial process and the disadvantage the staff has is that they are not aware of the latest technical development in their field as many of them are not very internet savvy. So we decided to distribute the latest literature on steel production among our staff and also made flow charts for their easy understanding .Regular sessions were taken by concerned management officer to keep everybody updated and using this methodology we were able to improve the production quality from out steel melting shop and rejections were reduced to below the acceptable management norms. In SAIL we had carried out the implementation of ISO systems , 6 sigma systems and ERP

system at the scale of all the Plants and Marketing outlets , so as to make the company

totally system / process oriented. And if we have to improve the production performance

with existing resources, then results can come only with a systems approach.

Leadership Activities: Have been responsible for following activities during my tenure as Steel Plant Head / Working in the Steel Plant. 1) Strategic Planning: Conducting industry/business analysis and formulating business plans/strategies (financial/operations) for maximizing profitability and revenue generation and realize organizational goals. 2) Operational Excellence and Cost Control: Ensuring site operations are carried out smoothly with commissioning, procurement and operations. Directing site execution activities involving erection & commissioning. 3) Operations & Maintenance:

Effecting preventive maintenance schedules of various machinery and instruments to increase machine up time and equipment reliability. 4) Man Management: Directing and leading the technical personnel. Imparting continuous on the job training to the workforce for accomplishing greater operational effectiveness / efficiency. 5) Process Enhancement & Cost Saving Initiatives Identifying areas of improvement, recommending process modifications and equipment calibrations to enhance operational efficiencies of the systems. Reviewing the operational practices, identifying the areas of obstruction/ quality failures and work on system and process changes for qualitative improvement/ energy conservation. 6) Development of New Grades and Products for the Customers depending on the market need. 7) Process and Equipment Modification through in-house innovative design and implementation Has been Responsible for following activities during My Stints in

1. Steel Authority of India Limited/India 2. Mittal steel/Nigeria 3. Land craft Industries/Nigeria 4. ISMT/India 5. Jindal Steel/Georgia 6. Credential Electrical Products and Appliances/India 7. Midgal(Comcraft Group)/Nigeria

Accountabilities 1. Planning * Created annual operating plans that support strategic direction set by the board and correlate with annual operating budgets; submitted annual plans to the board for approval * Collaborated with the board to define and articulate the organization’s vision and to develop strategies for achieving that vision * Developed and monitored strategies for ensuring the long-term financial viability of the organization * Developed future leadership within the organization 2. Management * Promoted a culture that reflects the organization’s values, encourages good performance, and rewards productivity * Managed the human resources of the organization according to authorized personnel policies and procedures that fully conform to current laws and regulations * Oversees the operations of organization and manages its compliance with legal and regulatory requirements * Created and maintained procedures for implementing plans approved by the board of directors * Ensured that staff and board have sufficient and up-to-date information. * Evaluated the organization’s and the staff’s performance on a regular basis 3. Financial management * Oversees staff in developing annual budgets that support operating plans and submits budgets for board approval * Prudently managed the organization's resources within budget guidelines according to current laws and regulations * Ensured that staff practices all appropriate accounting procedures in compliance with Generally Accepted Accounting Principles (GAAP). * Provided prompt, thorough, and accurate information to keep the board appropriately informed of the organization’s financial position 4. HR management * Recruitment and contracting of company and project staff; * Employee development, and training; * Policy development and documentation; * Employee relations; * Performance management and improvement systems; * Employment and compliance to regulatory concerns and reporting;

* Company-wide committee facilitation including planning, production, staff and Board of Directors, including arranging meetings and agendas, attending and minuting meetings; 5. Marketing and PR: * Managed advertising opportunities in another theater program, press and at venues. * Evaluated suitable marketing plan to improve the profitability of the company. * Initiated steps to expand the export market of Company’s products and make the Company a significant player in the export market. * Constantly monitored the market and to adopt suitable changes required in the product mix marketing. * Organized the availability of company members for media/PR events as necessary. * Oversee content, production and distribution of all marketing and publicity materials (posters, program, flyers, mail outs, brochures etc.) with the director, designer and project manager. * Managed press development; * Coordinate the invitation of potential future promoters and supporters of the company. 6. Fund Raising * To evaluates various modernization program in line with the market requirement and to raise resources for the same in consultation with Board of Directors. * Developed fundraising strategies with the board and supports the board in fundraising activities * Oversees staff in the development and implementation of fundraising plans that support strategies adopted by the Development Committee * Oversees staff in the timely submission grant applications and progress reports for funders 7. Community Relationships * Serves as the primary spokesperson and representative for the organization * Assures that the organization and its mission, programs, and services are consistently presented in a strong, positive image to relevant stakeholders * Actively advocates for the organization, its beliefs, and its programmatic efforts * Acts as a liaison between the organization and the community, building relationships with peer organizations when appropriate 8. Programmatic Effectiveness * Oversees design, delivery, and quality of programs and services * Stays abreast of current trends related to the organization’s products and services and anticipates future trends likely to have an impact on its work * Collects and analyses evaluation information that measure the success of the organization’s program efforts; refines or changes programs in response to that information Reason for leaving all the organizations: Sail/India - Tenure 19 years I was looking for openings in the Private sector, as in Public sector units after a certain level, the chances for growth are not as great as in Private sector. Also, I had reached the level of AGM and had gone through various departments in Production/Marketing/QA/QC and had a very good knowledge base which would get much more utilized in Private sector setting. Mittal steel /Nigeria - Tenure 3 Year 10 Months They had taken two public sector steel plants Ajaokuta and Delta steel on lease , but after general elections in 2008, due to change in political leadership in Nigeria , their leases were canceled and hence they had to release most of their employees. So I had no choice but to look for newer opportunities. Land craft Industries/Nigeria -Tenure 1 year I had to take up this job due to an unplanned release from Mittal steel, but I was looking for openings in a good private sector company and when I got the opening in India, I left this job. ISMT/India -Tenure 1 Year 2 months I was doing very well with ISMT, reducing their manufacturing cost and increasing the sales volumes of Value added products. The company had issues with cash flow as they had made big/wrong investments in a seamless pipes/tubes plant which was not performing and there was pressure on us to increase revenues to take care of obligations from the banks. This resulted in dirty politics in the company as the COO/CMO were not comfortable with me performing so well, though the owners were very happy. But I was forced to leave by the combination of COO/CMO.

This is one decision I regret I should have stayed back, as Company was based in Pune my Hometown. Jindal steel /Georgia -Tenure 1 year 6 months This is a unit based in Georgia, I was handling both Production/Marketing .The Company was set up with a capacity of 15000 MT /per month in a country where total population was less than 4 million and big steel plant from Mittal is next door in Ukraine. It was never a commercially viable venture, which was realized by me after joining them due to Jindal Name. The unit has been under shut down on and off since then, Credential Appliances/India -Tenure 1 Year 11 months It is a professionally run small unit but in Electrical equipment category. I was looking for a bigger setup to perform, as this unit was not from Metal / Mining sector. And my all experience / qualifications and growth prospects were more in the Metal/Mining sector companies. Midgal (Com-craft Group)/Nigeria - Tenure 1 year 6 months (approx.) I am the profit and loss head and have done very well saving nearly 10 million dollars for the company in a year, as explained in the resume. Due to drop in oil prices in the international market for Nigeria, all export earnings are based on oil/gas sales .Their currency has depreciated suddenly from 200 nairas’s/dollar to 350 nairas’s/dollar .As Midgal imports 80% of its raw materials like HRC/Zinc so due to this depreciation they are not able to import the raw materials and have to scale down the operations. As you may be aware that after the financial meltdown in 2008, all commodity based units have suffered due to issues of excess capacity, which is more so in the case of the steel industry. A lot of producing units had set up excess capacities during that period ,in which they were not able to sell their products, due to general excess capacity in the market , resulting in lots of pressure from banks etc. , this also has been one of the factors for jobs change since 2008-2009.In nearly 30 years long career I had a change of 7 companies .But I take it in a positive way , I was able to grow to the level of ED and learned different company cultures and working systems like in public/private sector and also how to adapt to the foreign working system and cultures. Most importantly I have covered most type of units covering steel sector , producing all sorts of products like flat/non-flat ,tubes/pipes, alloy/stainless steel etc. etc. and also all sort of production processes and scale of units covering departments like Production,operation,accounting,finance,sales,marketing ,QA,QC etc. etc. am basically a very system oriented person , who if given opportunity in a professional run company will be able to perform wonders within a short span of time and would like to grow along with the organization if no dirty politics gets played .My tenure in SAIL / Mittal steel shows that with big setup professional units I am a very stable and loyal employee , performing my duties to the best of my capacity for organic/inorganic growth of the company.