Puneet Kharbanda

Created a new vertical of Diagnostic Sales Division under CEO’s office in Karkinos Healthcare Pvt Ltd. P&L Head of West and South Zones

• Led Pan India Business Development for diagnostics business vertical from creating Strategy to execution of Marketing Plans. Set up Zonal offices across India; team size 16 Field Scientific Officers
• Closely worked with Logistics team to optimize lab operations - forecasting of reagents to batching and processing of samples and reporting on inventory. Downsized inventory holding by 5Cr MOM.
• Owned BD across 3 geographies. Organized international scientific meetings; stakeholders include C Suite and HODs of international hospitals, Key Opinion Leaders (KOLs) and leading researchers in the field of Oncology, Molecular Research and Clinicians across institutes such as the Mayo Clinic, Harvard Medical School and Massachusetts General Hospital
• Achieved 100% business growth in each quarter; Business grew from INR 10 Lac to 12 Cr in 10 months
• Worked closely with Product Development team to introduce newer products, such as liquid biopsy in CGP to serve unmet market needs. Created a robust supply chain to ensure serviceability even at lower volumes during launch phase
• Applied expertise in strategic planning that allowed us to outpace our competition in terms of market share growth or profitability.
• Developed partnerships with key industry players that expanded our client base or increased our revenue streams.

• Established a new vertical of Institutional Supply Chain management from scratch; a first in pharma industry. Led the business from boardroom strategy to execution and revenue realization
• Overall P&L ownership of Institutional business. Revenue to exceed 700Cr by Q2 2023, 20X growth YoY in vertical, contributing to 66% topline growth in the company. Only business unit in Tata 1mg to be EBITDA positive
• Business achieved at a run rate of over 6Cr per month in less than 10 months from launch; Fill rates over 96%, TAT reduced by 45%
• As part of ‘Leading with Logistics’ initiative, set up two dedicated warehouses and multiple new offices across India, established an integrated reporting structure, enhanced existing IT architecture, and leveraged supply chain capability to dovetail operations with the online business operations of Tata 1mg
• Led a team of 150+ personnel located across India, with 9 Regional Managers across functions of marketing, supply chain, procurement, finance, business analytics and operations
• Worked with CEO’s office. Key stakeholder management to include C Suite of Tata Group, Head of Tata Trusts, HODs at hospitals of national eminence, State Govt Drug Department heads and functionaries
• Proved successful working within tight deadlines and a fast-paced environment.

• Set up an infrastructure development company as part of a social entrepreneurship project
• Leveraged alumni network to bring industry’s best trade practices and leading experts, professionals to the grassroots in rural area, including setting up a skill development program
• Partnered with Tata Projects Limited to participate in building railway infrastructure; turnover in the first year is over INR 10 Cr, Orderbook grew to INR 100 Cr in 2021-2022
• End to end management of all business activities- from conceptualization to execution of project, including conduct of operations during the ongoing pandemic with a team of 35 personnel on ground
• Management of P&L and logistics; inventory included high volume of varieties of steel, concrete mixer trucks, cranes, heavy machinery, track and bridging equipment to be made available at 24 hours’ notice
• Stakeholder Management across the hierarchy- from site managers to Chairman, ERFC (GoI) level

• Set-up a successful Registered Training Organisation (RTO) with over 350 international students; $3 Million AUD in revenue
• End-to-end management of all aspects of business through a team of 35 personnel from over 10 nationalities
• Expanded agent network to create a pipeline of newer markets of Latin America and Europe
• Ensured compliance with evolving regulatory requirements; college cleared audit in 2018 with ZERO non-compliances
• Carried out cost modelling for expansion; set up a new campus in Sydney CBD for expansion by 300%.
• Created a blueprint for TWI to achieve university status by 2029
• Evaluated curriculum materials for alignment with state standards, ensuring consistency across grade levels and subject areas.

• Only veteran from over 35 countries to be selected through the VIP Program into Global Corporate Treasury (Vice President)
• Part of the core team interpreting evolving regulatory liquidity requirements including Basel III LCR, NSFR, Asset Encumbrance and ALMM, and setting strategic direction for implementation of the new report for EMEA region
• Led a team of 8 associates and analysts on regulatory liquidity reporting
• Owned and ensured compliance with regulatory liquidity requirements for EMEA Region
• Daily reporting to Global Operations Committee; used logistics background to create a new report based on variance analysis (standard deviation) for tracking market fluctuations
• Partnered with technology teams across US, UK and India to leverage US Fed 5G reporting on Task Taxonomy to migrate processes and functions to EBA LCR reporting

• Analyzed large data sets to predict trends and forecast demands for over 73000 items (SKUs) every year; placed orders on multiple sources- from ordnance factories to foreign manufacturers- for lead-time management as well as capacity planning and production
• Implemented advanced forecasting models, improving demand planning accuracy and reducing stockouts or surplus inventory levels.
• Coordinated cross-functional teams in executing complex logistics projects, resulting in successful completion within deadlines and budgets.
• Spearheaded cost-saving initiatives within the logistics department by identifying opportunities for process improvements and resource optimization.
• Steered digitization of records and merging of inventory of the Army, Navy and Air Force leading to enhanced synergies in defence purchase negotiations, inventory demand optimization, and 20% reduction in man-hours
• Created detailed contingency plans to address potential disruptions in the supply chain, preserving business continuity during unforeseen events or crises.
• Enhanced warehouse organization through the development of comprehensive storage layouts and product labeling systems.
• Reduced inventory holding by 35% through successful implementation of lean management practices and disposal of EOL inventory
• Led multiple digital transformation initiatives- Redesigned and implemented a new automation system to replace an extremely complex existing business process by incorporating best industry practices. This program was adapted for pan-India ERP implementation
• Accurate, data-based provisioning and procurement led to 98% spares availability (up to 4 Sigma); Unit awarded ‘Best COD (Large Ordnance Unit)’ trophy twice within four years
• Analyzed procurement requests to identify service providers' information with performance, quality, and prices to determine transaction requirements.