Permanent Address

D3-503, The Legend,

Sector 57, Gurgaon, 122003
Haryana
Phone: - 9818097766
E-mail: - nirajs74@rediffmail.com
NIRAJ SINGH

Total Experince – 21 Years CTC – 78 LACS

 Business Head (July 2014 – Presently Working) Unitech Machines Limited

M/S UNITECH is a diverse group having its presence in Auto (Ancillary to Hero Moto Corp),
Power, EPC, Heavy Engineering and Solar energy etc. Our auto vertical is Having a turnover
of 1000 crore and 9 Plants across India and making various proprietary components like
Automotive Lightings, Instrument Clusters, Horns , Mirrors, Sheet Metal , Rubber and various
other components

Presently I am working as Business Head for UM Auto responsible for P&L of 5 plants and
Turnover of 650 Crores.

It has been a remarkable Journey in UM auto, A classic example of turnaround

through Hard work, Sheer Determination and team Spirit. When I joined we have been
struggling to even run the company. Today we are ready for Quantum Jump. Some Major
Highlights are as follows:

 In 2014-15 our Auto Business revenues were 497 crore and our EBIDTA was 8.2%.
Even this EBIDTA was not sufficient as we had taken huge loans to support other
verticals and they were dragging us down as we need to pay interest and repayment
for them as well being a consolidated entity. Supplier outstanding was at 90 cr.
(beyond 90 days) and we were struggling to run the customer lines. As a result
Customers were unhappy and threatening to take our business away (Leave alone new
business). It was a complete mess.
 First thing we did to strengthen supply chain. In a major overhaul we changed few
strategic suppliers to suit our needs. We developed a coherent vision and have been
able to convince suppliers. Today our vendor outstanding is at 180 Cr. And lines are
running smoothly. Effectively we have pumped 100 cr. Of interest free money into
the system.
 Our RM cost at that point of time was 70%. Today it is at 62.8%. This huge saving
has happened through Alternate sourcing, Better negotiations, Import Substitutions
etc.
 In a major reshuffle of organization, We have reduced our overheads considerably
our corporate expenses which were to the tune of 24 cr. Per annum have been reduced
by 50% to 12 cr. This has been done through Rightsizing, Policy Implementation,
Effective utilization of space etc. Our plant operation expenses are reduced from 23%
to 21%. We further intend to improve in both areas.
 As we have been still struggling to service debt, In a major step We have decided to
reorganize the business. To protect our cash cow i.e. Auto Business, We have decided
to Hive of auto business to shield it from loss making businesses. In this 2 yearlong
exercise, We have secured a fresh loan to payoff existing lenders in auto and got a
NOC. We did a slump sale and finally created a new auto company in August 2017.
 The major hurdle was to win back customer confidence. Our major customer HMCL
( 90% business share )was very skeptical and in fact was trying to develop alternate
 sources. However with persistence and after dozens of meetings and presentation we
have been able to convince them about out viability and we could stop second
sourcing and in fact in this year have started getting new business from them. Our
core argument with them was that solution to our and their problem is giving us more
business not to reduce it. They got convinced with numbers we presented to them.
 As we have realized that key to our survival is increasing topline and reducing our
dependence to one major customer, we doubled down on our efforts to win new
customer. We have added Suzuki, Lumax and one big export customer already.
Efforts are on with many and we are confident that we will add three major customers
in coming months with their combined RFQ of 100 cr.
 Once we are on a surer ground we have started negotiating with customer for price
increase which was a neglected area due to disarray in our organization. We presented
a solid case for price hike due to minimum wages, Power, transportation etc. We
already got a price increase of 5.5 cr. Negotiation for balance is on.
 We have increased a footprint in aftermarket and increased our business to the tune of
3 cr. What more we have renegotiated the MRP by 8%.
 Two of our biggest factories are in Saharanpur and Bhagwanpur. Being remote areas
there were lot of local interference and IR problem. We have dealt with heavy hand
and convince people that these types of activities will result in loss for all. Today
these plants are running smoothly.
 For lighting business we did not have a plant in NCR. This was a major hurdle in
adding new customers. Even during the financial crisis we have decided to put a plant
in manesar and we pulled it off. We put up a Greenfield, State of the art plant with
latest technology.
 With all these and many more efforts in year 2017-18 we will achieve a revenue of
650 cr with a EBIDTA of 14%. I am very sure we are ready for quantum Jump in
coming years.

 Asst. General Manager - Materials (July 2010 – June 2014)- Mahindra Two Wheelers
M/S Mahindra Two Wheelers Limited is part of Mahindra & Mahindra Group currently
producing Scooters and Motorcycle.
 Worked as a Head of supply chain. Handled all the commodities.
 Was Key Player there. Appraised As critical to organization and Expectation
Surpassed. Only 2% of Mahindra Employees are rated as such.
 Played a pivotal role in establishing supply chain department from scratch
(Geographic location a major challenge) after Mahindra taken over from Kinetic.
 Lead role in launch of new products. Cost reduction, Obsolescence control etc.

 Head Commercial (Sep-2007 – June. 2010- 2.9 Years) – Omax Auto Limited
M/S Omax Auto is an ancillary to M/S Hero Moto corp. having a turnover of 1100 Crores
 Worked as Commercial Head for Manesar Plant (Turn over Rs 270 Cr.) handling
departments like Purchase, Store, Dispatch, excise etc.
 Was instrumental in implementing world class supply chain which enabled the sales to
go from 120 cr to 270 cr within a space of 2 years.
 During my tenure Manesar has become most profitable plant for Omax auto.

 Manager – Materials (Apr 2005- Aug. 2007- 2 Years)- OH Talbros Limited

Worked with M/S QH Talbros LTD. (A Joint Venture of Talbros group. & Q.H. of United
Kingdom as Manager Materials.
  Asstt Manager – Materials (April’1998 – Apr 2005- 7 Years)- Caparo Maruti Limited
(A joint venture between Maruti Udyog Ltd. & Caparo Group of United Kingdom.)
 It was another remarkable journey as I was part of a team which grew a green field
project as a mother plant to a company having turnover of 550 cr and 5 plants ( 2005).
 It was a very diverse experience As the journey I have started from RM procurement
has evolved into introduction of various technologies thus involving BOP
procurement , Imports , Putting up 4 greenfield projects and eventually handling
business development.
 It was an assignment which shaped my carrier giving me insight into every aspect of
business.
 Executive-Materials (Sept’96–March’1998 - 1.5 Years))- Maharaja Appliances Limited
The company is engaged in Manufacturing of Home appliances such as Mixers, Juicers,
Washing Machines Dry Irons etc having annual turnover of around 30 Crores

.
EDUCATIONAL PROFILE

 2005 PGDM, Management Development Institute ( MDI ), Gurgaon

 1999 Certificate course in export marketing, Indian Institute of Foreign Trade (IIFT), New
Delhi
 1996 Diploma, Institute Of Engineering & Rural Technology (IERT), Allahabad
 1993 B.Sc., Awadh University, Faizabad

I.T. SKILLS

 Familiarity with Windows98,

 M S OFFICE 2000, XP
 Worked on SAP

PERSONAL INFORMATION

 Date of Birth: 5th July, 1974

 Sex: Male
 Marital Status: Married
 Father’s Name: Sh T.D.Singh
 Languages Known: Hindi, English

Date: NIRAJ SINGH