Marketing & product, with operations bones.
I help senior leaders walk into Monday already knowing what to act on. Four years getting a 300-person company in Hyderabad to that point, then the central team for a 40-country rollout at Allianz Trade in Paris. ESSEC Grande École, May 2026, GPA 17/20.
paris · essec mim · en · fr
Brand, product, and insights roles in consumer brands. Food, beauty, and luxury are the priority categories.
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about
What I can do for your team.
My job at Srikanth Engineering Works in Hyderabad was to keep the senior team from being blindsided. They were running a 300-person agri-tech across five business units, reading five separate weekly reports that arrived on five different days, and finding out about problems after those problems had already cost something. I replaced that with one Monday review the team actually finished in 45 minutes. Bottlenecks fell 47% in a quarter, delivery cycles compressed 28% over the next year. I had ranked first of 300 in my undergraduate cohort before I joined.
The same instinct took me to Allianz Trade in Paris, on the central team for a 40-country rollout across Europe and MESA. Six working languages, five regional clusters, all reporting in on different cadences. The job each week was to make sure the COMEX walked into Friday already knowing which three of forty markets needed attention. The work I left behind got reused for the next cycle.
Most senior teams have too many numbers and not enough decisions. My job is to fix that.
I am at ESSEC Grande École now, GPA 17/20, in the Food Business Challenges Chair. The work translates into consumer brands without much friction. A brand director who needs to know which three markets to push on this week is the same problem as a programme sponsor at Allianz, in a different vocabulary. Food, beauty, luxury, and premium consumer goods all run on it.
Outside the day job: designed and ran a financial-literacy programme for 150 beneficiaries at the Vasavya Mahila Mandali NGO. Seventy percent stayed engaged long-term.
categories
Where this applies.
Brand and product roles in food, beauty, and luxury. The ESSEC Food Chair is how I have spent the last two semesters learning who actually decides in the category.
The Chair's industry partners include Bel Group, Casino Group, METRO France, and Le Cordon Bleu. In 2025-2026 that has meant a masterclass with Cécile Béliot-Zind (Bel CEO, ESSEC E97 alumna) and a freshly signed four-year partnership with Casino, which opens direct work with Monoprix, Franprix, and Naturalia.
The Chair is the proof I know how the category thinks. The work itself is something more practical: getting a quarterly cycle to actually finish, helping a brand director see which three of twenty markets are slipping this week, cleaning up a cross-functional handoff that has been broken since launch. That work looks the same at a food brand, a beauty house like L'Oréal, a luxury group like LVMH Wines & Spirits, or a premium spirits business like Pernod Ricard.
If your team is hiring for brand, product, or insights in food, beauty, luxury, or premium consumer goods, the Chair is why I would not need a quarter of ramp-up on who is who in the category.
Other programmes this year include the Food Concept Creative Workshop with Le Cordon Bleu (February 2026), the Food for Travellers workshop, and Leaders in Food Transition keynotes from Nestlé France, AVRIL, and Ferrero.
case study 01 · sept to dec 2025 · junior project manager
40 countries, one launch playbook.
Allianz Trade runs a yearly programme to roll out new commercial offers across its commercial network. In Q4 2025, that programme covered 40 countries in Europe and MESA. I joined the central team in September. Country leads ran on different calendars, in six working languages, with very different reporting maturities.
The rule I built was the part that mattered: any country slipping a milestone showed up flagged a full week before central sponsors would have caught it on their own. Each Friday the COMEX walked into the meeting knowing which three of forty markets needed attention, and why. The work got reused for the Q1 2026 cycle after I left.
The COMEX does not need to read 40 rows. They need to see which 3 markets need attention this week.
case study 02 · 2019 to 2023 · project manager
The 12-KPI dashboard.
I joined Srikanth in June 2019. The senior team was reading five separate weekly reports, one per business unit, each in its own format, all arriving on different days. By the time leadership saw a problem, the problem had already cost the business something material.
Three months in, the five reports were dead. In their place: a 12-KPI weekly review the senior team finished in 45 minutes, every Monday at 10am, same agenda every time. The biggest bottlenecks turned out to live between finance and ops, not inside either function, so I rebuilt the handoff between them with clear ownership, weekly check-ins, and a shared definition of done. Bottlenecks fell 47% in a quarter. By month four I had also cut the review itself from 20 KPIs down to 12.
Eighteen months of weekly senior reports followed. Zero missed deadlines.
The KPI that matters is the one that triggers an action. Removing eight vanity KPIs made the dashboard sharper, not weaker.
case study 03 · sept 2023 to mar 2024 · project support intern
The career pivot started here.
Six months at IMPACT, deliberately split between two tracks: client-facing brand work on five business units, and an internal tool for the consultancy's own recruitment funnel. The first time I sat in a positioning workshop, I watched the conversation move from "we sell biscuits" to "we sell the thing a parent feels good putting in a kid's lunchbox." That sentence is what the job actually is, and it is the part I came back from Hyderabad wanting to do for a career.
The internal tool I built in parallel collapsed a partner's half-day Monday review into a twenty-minute scan. That part was familiar territory. The brand work was the new thing, and it was what put me on the path to ESSEC.
Analytics tells you what people did last quarter. The brand workshop is where you decide what to do this one.
let's talk
If you are hiring for brand, product, or insights in a consumer business, I would love to hear from you.
Email gets to me fastest. LinkedIn works too. The CV is up to date if you want a longer read first.