Nitin Saxena — Pan-India Operations Leader

Turnaround Store Program — Diagnosed and drove recovery interventions across a cohort of stores flagged for negative EBITDA at YTD level, using a sales-lever diagnostic model (Footfall × Conversion × ATV) to isolate root causes instead of applying blanket fixes. Introduced differentiated store-level growth targets based on momentum rather than uniform targets, and layered bottom-line levers — logistics renegotiation, rent renegotiation, space surrender/sublease — when top-line growth was constrained. Converted CXO priorities into state-wise action plans reviewed at leadership level.
Days of Cover (DOC) Inventory Framework — Designed and rolled out a Days-of-Cover inventory governance framework across a 570-store pan-India inventory footprint, consolidating DC inventory, store inventory, and in-transit stock against SNOP targets to compute category-level and forward DOC. Built a Pareto-based demand-vs-planning alignment method to flag over-indexed SKUs (capital locked, needs liquidation) versus under-indexed SKUs (stockouts, needs replenishment), closing the gap between merchandising plans and actual sell-through. Authored an end-to-end SNOP-DOC handover playbook now used for cross-functional operations handovers.

Govern operational performance across 370+ stores spanning Maharashtra, Gujarat, Punjab, Delhi, UP and Bhopal — impacting ₹13,000 Cr in annual business.
Defined breakeven sales & tenure for new stores; built KYBM category-wise daily metric models enabling predictable ramp-up.
Drove ATS uplift through a diagnostic model identifying dents across category throughput, pricing gaps, inventory ineffectiveness and staff productivity.
Improved inventory effectiveness through strict IE governance, liquidation cycles and assortment freshness planning.
Converted CXO macro priorities into state-wise action plans in strategy reviews.

Owned ₹200 Cr/year procurement & product development across mixers, kettles, water purifiers, dispensers and coffee machines.
Managed a 10+ vendor portfolio, holding availability, cost structure and margin discipline.
Improved category sell-through by 5% via regional assortment optimization.
Reduced procurement-to-store deployment by one day through streamlined coordination.

Operating at the scale of a nation.