You're too good to be this invisible.

If you're a junior or mid-level professional drowning in job applications with zero callbacks - or a senior professional who knows you could crush it as a consultant but have no idea how to get started - I get it.

The frustration is real. You're qualified. You've done the work. 

But somehow: If you're early or mid-career: You're one of 500 applicants for every decent role while the best jobs seem to go to people who "knew someone." 

You're stuck in the application black hole.

If you're a senior professional: You've got 20+ years of expertise but consulting feels like a gamble. Will clients actually pay you? How do you find them? Can you really make this work?

Your family's watching. Your confidence is taking hits. 

And you're wondering what you're doing wrong.

Nothing. You just need a system that actually works.

My Story In 2014, I walked away from 22 years in corporate (Unilever, Nokia, Cargill) to start consulting. Terrified? Absolutely. 

But I had a plan. I turned my last employer into my first client. Tapped my network smart. Got my first new client within 2 weeks, and later worked with clients like PVR INOX, Mother Dairy, Altudo, Voltas, and Plantronics. 

Here's How I Help Junior & Mid-Level Professionals: My N.E.X.T. methodology gets you out of the application trap. My clients land roles with 30-100% salary jumps - not by applying more, but by becoming the person companies hunt down.

Senior Professionals (40+): I help you turn decades of corporate experience into a profitable consulting practice. Whether you're planning an exit, facing a layoff, or thinking about post-retirement income, I'll show you how to attract clients who value your expertise and pay accordingly.

After 22 years in corporate and 11 years coaching, I know what works and what's just noise. 

Ready to stop being invisible? 

Let's talk: hello@vikramanand.com

Vikram Anand

I talked for 40 minutes straight, in my first client meeting.
They never called back.

I'd prepared everything. A detailed presentation about my methodology. 

Case studies. My credentials. Examples of frameworks I'd use.

The CEO of a mid-sized manufacturing company in Faridabad had given me an hour. I was going to make every minute count.

I walked him through my 7-step process. Explained how I'd done similar work for other companies in the NCR region. 

He nodded. Smiled. Said "interesting" a few times.

At the 45-minute mark, he glanced at his watch. "This is great. Let me think about it and get back to you."

I left feeling confident. Surely he was impressed.

He never responded to my follow-up emails.

Two months later, I met another consultant at a FICCI event. I told him what happened.

He laughed. Not at me. With me.

"You gave a presentation. He wanted a conversation."

Then he said something I'll never forget: "If you're talking more than 20% of the time in a client meeting, you've already lost the sale."

That hit hard.

I'd been so desperate to prove I knew what I was doing that I never asked him what he actually needed. 

I never found out what was keeping him up at night. 

I never let him talk about his real challenges.

I was performing, not partnering.

Now when I meet a potential client, I prepare questions, not presentations.
I ask. I listen. I take notes.

And I've learned to be comfortable with silence - because that's when they start telling you what they really need.

For those of us who've spent decades in corporate where we had to justify our existence in every meeting, this is hard to unlearn.

What's been your biggest unlearning moment in your journey?

#CorporateToConsultant

I work with experienced professionals to navigate career transitions — from securing senior roles to building independent consulting practices.

Three months into consulting, I sent my client Sandeep a proposal for ₹5 lakhs. He called me the next morning.

"Can we meet for coffee?"

My stomach dropped. Here it comes. The "you're too expensive" conversation. 

Maybe I should've charged ₹3 lakhs. Maybe I should've—

We met at DiGhent Cafe - a nice coffee shop in Gurgaon. 

He slid the printed proposal across the table.

"I already signed it. Payment's being processed."

I tried to look calm. "Great. So, what did you want to discuss?"

"I need to understand why you only gave me one option."

Wait, what?

"If this project is worth ₹5 lakhs, shouldn't the bigger version be worth more? 

Shouldn't there be a smaller version if budget is tight?"

He wasn't complaining about the price.

He was disappointed I hadn't shown him more ways to work together.

That conversation changed everything.

I'd been so scared of looking "greedy" that I'd actually limited what I could do for him.

Since that day, I always offer three options. Always.

The cheapest one might be ₹2 lakhs. The premium might be ₹8 lakhs.

And you know what? 70% of clients pick the middle or top option.

If you're pivoting from the corporate sector to consulting in your 40s or 50s, remember this: your clients aren't looking for the cheapest consultant.

They're looking for someone who understands their problems well enough to offer real choices.

Stop slashing your fees. Start giving options.

#CorporateToConsultant

I had just left Cargill in April 2014 to become a marketing consultant.

My consulting "business plan" was permanently work in progress.

I spent three weeks obsessing over my website colours. Should it be corporate blue? Or that trendy gradient design everyone was using?

Meanwhile, my savings account was having its own anxiety attack.

Then one morning, my wife asked a simple question: "Why haven't you called Ramesh yet?"

Ramesh. My old colleague from the marketing days. Now heading sales and marketing at a mid-sized FMCG company.

"I'm not ready," I said. "Website isn't done. I don't even have a proper deck."

She just looked at me.

So I called him. Awkward small talk. Then I mentioned I was starting something new and could use his perspective.

"Oh thank god," he said. "I've been sitting on this marketing problem for months. Can you come in next week?"

That "not ready" call became my first project.

Turns out, nobody asked for my website. They wanted my 22 years of experience.

If you're in your 40s or older, sitting on years of expertise but waiting to be "ready" – you already are.

Your network knows what you can do. 

They're just waiting for you to pick up the phone.

#CorporateToConsultant

I was chatting with a friend last week in his mid 50s who's been laid off as a CXO and has spent a year trying to find a new job.

The uncomfortable truth - most senior professionals build careers, not economic engines.

They rely on one employer at a time.

They optimize for stability, not optionality.

Corporate roles hide a hard truth: your employability declines faster than your capability.

Start planning your second innings in your late 40s before the first one ends at 60.

What do you think? Do we need to plan a Second Innings?

#VikramWrites #SecondInnings

Last month, I met an ex-colleague from my mid-management years at a virtual networking event.

52 years old, now. MBA from a top B-school. 25 years in IT services.

He'd been passed over for a VP role. The feedback? "We're looking for someone with a longer career runway."

Career runway. As if we're planes about to crash.

Here's what's funny:

The average millennial changes jobs every 2 years. Most professionals switch every 4-5 years.

But a 50-year-old who could give you 10-15 quality years doesn't have "enough runway"?

That's ageism dressed up in corporate speak.

But here's the twist. Sometimes we invite this discrimination ourselves.

I've seen talented professionals treat their last decade like a countdown to retirement. They stop learning. Stop updating. Stop caring.

Same resume format from 2010. Talk about "the good old days" in interviews. Clothes that scream "I stopped trying."

Then they wonder why 28-year-old hiring managers see them as outdated.

Think of it like this. Would you buy a 2010 car with no GPS, no Bluetooth, worn seats, and expect to pay 2025 prices?

That's how the market sees you if you haven't upgraded.

You can't control ageism. But you CAN control your health, energy, skills, and attitude.

Update your LinkedIn. Learn current tools. Dress like it's 2025, not 2005. 

Stop talking about "how we used to do things."

Most importantly? Stop thinking about the next 10 years as a countdown.

Start thinking about them as your second innings.

Because here's the reality: You're likely working into your 70s anyway. The retirement dream at 58? That's gone.

So make the next 20 years count on YOUR terms.

What do you think? Is "career runway" legitimate or just age discrimination in disguise?

#SecondInnings #VikramWrites

It's Saturday. You're reading this with your morning coffee, thinking about the week that just ended.

How many times this week did you think: "Just 5 more years and I'm out"?

I know this feeling. I've heard it from dozens of people I've coached.

Anil, 48, VP at an MNC in Gurgaon. "I'm just keeping my head down till I hit 55."

Mitali, 52, HR Director in Mumbai. "I'll ride this out. What else can I do at this age?"

Pradeep, 46, IT Manager in Pune. "Better to play it safe than take risks now."

Here's the uncomfortable truth.

Playing it safe IS the risk.

That "safe" corporate job you're clinging to? It could vanish tomorrow. 

Automation. Restructuring. Your entire department outsourced to the Philippines.

The company you've given 20 years to doesn't owe you the next 10.

But here's what nobody tells you or me.

The most valuable skill for the second half of your life isn't on any job description.

It's learning to CREATE opportunities instead of WAITING for them.

Think about it. You've spent decades being excellent at what someone else told you to do.

What if you spent your weekend thinking about what YOU could create?

Not a full-blown business plan. Not quitting Monday morning.

Just one question: What problem could I solve that people would actually pay for?

Maybe it's consulting in your area of expertise. Maybe it's training. Maybe it's something completely different that's been sitting in the back of your mind for years.

If you're in your 40s or early 50s, please start thinking of your Plan B - before your organization forces you to do so.

#SecondInnings #VikramWrites

80% of consultants are really professionals in between jobs. 

Given half a chance, they will go back to a stable 9 to 5 job any day.

15% of the others go through periods of feast and famine. They are usually very good in their domain, but don't know how to monetize it as a business model.

5% crack the code to a growing & stable recurring revenue, scalable business models, hedged risks, and a diversified pool of happy clients.

What do they have that others don't?

1. A proven pipeline of current leads

2. A clear idea of where future leads will come from

3. A personal brand that attracts the right clients who will resonate with them

4. A strong network to tap into, in the initial years

5. A pricing model that is premium and attracts high-ticket clients. 

6. (Optional) A paid lead acquisition model that is > 3 ROAS (return on ad spends) 

Solopreneur consulting is hard to start, but incredibly satisfying once you learn the ropes.

#corporatetoconsultant

Steve looked around the busy pub in downtown Vancouver we were in, before he spoke. "Can I be honest with you?"

He's 48. Senior VP at a Fortune 500. Good salary. Corner office. The whole package.

"I hate Mondays," he said. "Actually, I hate most days now."

I asked him what he'd do if money wasn't an issue.

His eyes lit up. "Independent consulting. My own terms. My own clients."

Then reality hit. "But that's retirement stuff, right? I have 12 more years to go."

Here's what I didn't tell him right away:

Last week I surveyed a few working professionals like him with 20+ years of experience, who joined me in my closed door meeting.

Refer to the Zoom survey screenshot below.

Only 15% wanted to stay in their current jobs.

35% wanted independent consulting. Another 24% wanted independent director board positions. 14% wanted to start their own business.

That's 73% of people dreaming of working on their own terms.

But here's the sad part – most of them think they have to wait until retirement to make it happen.

Retirement is when you stop working. This isn't retirement planning. 

This is life planning.

The question Steve needs to ask himself isn't "What will I do after I retire?"

The real question is "What do I actually want to do for the next 20 years?"

Because at 48, Steve isn't planning retirement. He's planning the longest, most fulfilling chapter of his career.

And 12 years from now? The market will have changed. His skills might be outdated. His energy definitely won't be the same.

The best time to pivot isn't after you retire.

It's while you still have the energy, credibility, and professional network to make it work.


#CorporateToConsultant

DIAGEO India

My responsibilities include controlling the Warehouse Ops and Supply Chain of Assam Depot and Arunachal Depot which are C&FA-managed warehouses. The operations are managed based on the Excise rules and guidelines of the respective states.

◂	Planned approx. 5 vehicles daily for deliveries based on Export permits from Customers.

◂	Processing indents as per the S&OP team & issuing Import permits to Units for timely product flow.

◂	Execute plan for Cycle Count, Monthly and Quarterly PV & EHS Audit as scheduled from HO.

◂	Maintaining SOP and following Excise guidelines to streamline business operations.

◂	Quickly learned the operational nitty-gritty of the warehouses and smoothly took over within a short span of 10 days. 

◂	Helped unlock 3.60 Cr of funds from Excise Dept. within a time span of 11 months of joining, which was trapped for more than 3 years.  This is a cross-functional effort from the Commercial, CR, and Supply teams.

◂	Recognized & appreciated for managing the highest dispatches of 11.5K for Dec’21 from Assam Depot. 

◂	Highly appreciated for arranging the Sanction Order from Assam Govt. & Excise Dept. for relocating Depot to the new premise which was pending for more than 2 years through a well-coordinated move along with Landlord, C&FA, and CR Team.

Sr.Executive Depot

Welcome Enterprises 

I am responsible for managing the Warehouse Operation for Hindustan Unilever (HUL) ensuring quality services.

◂	I planned approx. 12 vehicles daily with the team for deliveries based on orders from Customers and Sales. 

◂	I help set programs on a FIFO basis with TSP partners in order to meet the daily target of 1.20 Cr INR of invoice generation.

◂	I work closely with LSPs to deliver the stocks or shipments on time thereby maintaining the agreed TAT and minimizing stock-out at the RS.

◂	I and my team, execute plans for Cycle Count, Weekly Stock-Take, and Quality Audits (when directed) on weekly basis.

◂	I helped maintained the SOP and guidelines of Hindustan Unilever (HUL) to streamline Business Operations.

Assistant Depot Manager

Ericsson

I am responsible for managing the NESA Supply Chain of Ericsson for Bharti Airtel’s networking projects ensuring quality services.

◂	Planned approximately 20 vehicles daily for sites based on requisition (PR) from Customer and Project teams. 

◂	Lead a 2 members Team to close 3500 pick orders (SRN) within 3 months which are distributed in the entire NESA circle.

◂	Successfully achieve to return (RMO) on an average 7.5 Mil INR values of materials from sites in a month.

◂	Keeping in mind the challenges in Business Operation I have introduced 2 new Vendors for Transportation to the Company to streamline processes.

Logistics Coordinator

DynaRoof

Developed and improved the capabilities of the logistic team. Improved supply network over the course of one & a half years.

◂	Received 97% satisfaction rating from customers after achieving promised lead time.

◂	Introduced 2 new Vendors for raw materials and 1 new Packaging vendor to the Company.

◂	Reduced 5% cost in operation by initiating Annual Stock Audit thus checking SLOB & pilferage.

◂	Effectively created, managed, and achieved the Logistics Department budgets.

◂	I defined strategies for MSL based on the inputs from Sales; market intel, and customer demands. Also initiate steps to reduce aging of materials and eliminate obsolete & off-spec materials. 

◂	Developed methods and procedures for scheduling of raw materials from suppliers to support manufacturing and minimizing cost impacts to the Company.

◂	Ensured parts and materials are bought at the most competitive price and within the lead time for production.

◂	I took initiative in incentivizing employees based on their performance encouraging teamwork. As a charged up team perform well which ensures set productivity goals are fulfilled.

Sr. Logistics Executive

Anchor Electricals Pvt. Ltd (by Panasonic Corp)

Based on business needs and customer demand materials are processed and sourced on time.

◂	Allocated materials on FIFO orders to meet a daily target of 30K INR of invoice generation.

◂	Maintained ‘0’ stock variance 3 times in a consecutive month in the FY 2011-2012.

◂	Reduced 30%-40% secondary transportation cost without compromising customer service.

◂	Participated actively in the set-up of warehouses, go-live of Oracle, and Kaizen implementation.

◂	Successfully transformed a 50 Lac branch to 7Cr within a span of 4yrs which has been achieved through effective planning and execution with several stakeholders.

◂	Devised strategies and executed head-on follow-up for Goods-In-Transit materials so that 90% of materials reach the State Warehouse before month-end billings.

◂	The safety and storage of materials were given utmost importance which was achieved by implementing Kaizen and lean practices in Warehouse. Housekeeping measures were incorporated stringently for the health & safety of the staff.

◂	The settlement of claims and queries such as freebies, Credit Note (CN), and Debit Note (DN) were settled coordinating with Account Dept. with 95% satisfactory rate.

Executive Material Control (Logistics Coordinator)

Redington India Ltd.

I effectively oversaw and controlled the supply chain network for the multi-site operation spanning the entire North-Eastern part of India.

◂	Devised strategies to maintain Top 5 positions PAN India in Reverse Logistics 10 months in a row.

◂	Monitored distribution management and transportation for best service delivery.

◂	Demonstrated expertise in supplying part requisitions within a lead time.

◂	Performed well in quarterly Stock Audit with 99% of IRA.

Logistics Executive

Herbalife International India Pvt. Ltd.

I was responsible for maintaining the store. The customer orders were processed and distributed with 99% accuracy.

◂	Effectively processed indents in coordination with the Sales team.

◂	Worked closely with Customers in their settlement of schemes and freebies.

Storekeeper

Supply chain and business strategy are my passion. I am a driven supply chain specialist eager to successfully implement cost-reduction techniques and strategies that propel the growth of businesses. I work closely with sales professionals, factory heads, warehouse leads, and transportation partners to manage material flow, fulfilling customers' demands. It led me to add value to customer service.


With more than twenty years of professional experience as a supply chain specialist, I am committed to providing the finest level of account management and solutions.  My learning makes me an expert in material flow and optimisation of inventory. These skills coupled with domain-specific knowledge helped me in curtailing costs in the Organisation I worked for without compromising on the quality of services.


When I am not at work, I follow my passion for building and maintaining health as I believe good health makes you sustainable throughout the toughest times of your life and career. Apart from it, I also love to spend time with my 5-half-year-old son who is a source of joy for us, me, and my wife. I also love reading motivational books on #Kindle. Feel free to write to me at 𝒃𝒉𝒂𝒔𝒌𝒂𝒓@𝒃𝒉𝒂𝒔𝒌𝒂𝒓𝒋𝒚𝒐𝒕𝒊𝒌𝒖𝒏𝒅𝒖.𝒄𝒐𝒎 or contact me at +91-9954381809. 

𝑷𝑹𝑶𝑭𝑬𝑺𝑺𝑰𝑶𝑵𝑨𝑳 𝑪𝑨𝑹𝑬𝑬𝑹 𝑯𝑰𝑮𝑯𝑳𝑰𝑮𝑯𝑻𝑺

◂	Implemented strategies to curtail 40% of costs in Transportation.
◂	Proficient in Kaizen to optimise Warehouse spaces to 50%.
◂	Retrieved around 7.5 Mil INR values of materials from sites.
◂	Practiced Lean Methodologies to minimise wastage by up to 30%.
◂	Maintained 99% of IRA in a quarterly Stock Audit.
◂	Certified for Excellent contribution in Business Excellence in H1’ F23 [FY-2022-23].

𝑬𝑿𝑷𝑬𝑹𝑻𝑰𝑺𝑬: ▲ 𝘚𝘶𝘱𝘱𝘭𝘺 𝘊𝘩𝘢𝘪𝘯 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 ▲ 𝘗𝘶𝘳𝘤𝘩𝘢𝘴𝘦 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 ▲ 𝘋𝘦𝘮𝘢𝘯𝘥 𝘗𝘭𝘢𝘯𝘯𝘪𝘯𝘨 ▲ 𝘖𝘳𝘥𝘦𝘳 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 ▲ 𝘞𝘢𝘳𝘦𝘩𝘰𝘶𝘴𝘦 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 ▲ 𝘐𝘯𝘷𝘦𝘯𝘵𝘰𝘳𝘺 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 ▲ 𝘝𝘦𝘯𝘥𝘰𝘳 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 ▲ 𝘊𝘶𝘴𝘵𝘰𝘮𝘦𝘳 𝘌𝘹𝘱𝘦𝘳𝘪𝘦𝘯𝘤𝘦(𝘊𝘟) ▲ 𝘛𝘳𝘢𝘯𝘴𝘱𝘰𝘳𝘵𝘢𝘵𝘪𝘰𝘯 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 ▲ 𝘗𝘳𝘰𝘣𝘭𝘦𝘮 –𝘴𝘰𝘭𝘷𝘪𝘯𝘨 ▲ 𝘈𝘴𝘴𝘪𝘴𝘵𝘪𝘯𝘨 𝘚𝘢𝘭𝘦𝘴 ▲ 𝘔𝘰𝘵𝘪𝘷𝘢𝘵𝘰𝘳 ▲ 𝘊𝘰𝘮𝘮𝘶𝘯𝘪𝘤𝘢𝘵𝘰𝘳 ▲ 𝘚𝘵𝘳𝘢𝘵𝘦𝘨𝘪𝘤 𝘛𝘩𝘪𝘯𝘬𝘦𝘳 ▲ 𝘕𝘦𝘨𝘰𝘵𝘪𝘢𝘵𝘰𝘳 ▲ 𝘞𝘢𝘴𝘵𝘦 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 ▲ 𝘍𝘭𝘦𝘦𝘵 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 ▲ 𝘘𝘶𝘪𝘤𝘬 𝘓𝘦𝘢𝘳𝘯𝘦𝘳 ▲ 𝘗𝘳𝘰𝘤𝘶𝘳𝘦𝘮𝘦𝘯𝘵 ▲ 𝘖𝘱𝘦𝘳𝘢𝘵𝘪𝘰𝘯 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 ▲ Auditing ▲ Supply Chain Analyst

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The Battle

Vikram Anand

Bhaskar Jyoti Kundu

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The Battle

Vikram Anand

Bhaskar Jyoti Kundu

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Vikram Anand's LinkedIn Performance

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Performance ScoreVikram Anand's LinkedIn Performance