Maxicus

As Deputy General Manager – Operations at KocharTech, I currently lead the Amritsar site, overseeing end-to-end operations for Quick Commerce, Food Commerce, and multiple BPO accounts.

My core responsibilities include:
✅ Driving operational excellence across diverse verticals
✅ Managing Work Force Management (WFM) with a strong focus on automation
✅ Streamlining processes to improve efficiency, quality, and turnaround time
✅ Collaborating with cross-functional teams to ensure SLA adherence and client satisfaction

With over 16 years of experience in operations, training, and quality, I bring a strategic and execution-focused mindset to every challenge. I’m passionate about enabling teams, simplifying workflows, and leveraging technology to deliver results at scale.

Deputy General Manager

RMX Industries Pvt. Ltd.

Structuring Success: My Role as Digital Operations DGM in RMX

As the Digital Operations DGM at Blubird Industries, I work closely with the CEO to build a structured and efficient organization. My primary focus is on streamlining processes, reducing inefficiencies, and creating a strong foundation for sustainable growth.  

Here’s what defines my role:  
- Streamlining Workflows: I collaborate across teams to document and optimize processes, ensuring every step is clear and aligned with business goals.  
- Creating SOPs: By establishing standardized operating procedures, I’ve helped eliminate miscommunication and errors, making operations more reliable.  
- Leveraging Technology: Partnering with the CEO, I’ve implemented tools like Shopify and Process Street to track progress, automate tasks, and drive measurable outcomes.  
- Cross-Functional Collaboration: I actively work with Ops, Finance, Sales, and 3PL Shipping teams to ensure alignment and smooth execution across all functions.  

This role is more than just operations—it’s about shaping the organization for the future. It involves identifying gaps, creating solutions, and ensuring the company is ready to scale efficiently while maintaining high standards of quality and client satisfaction.  

It’s a challenging yet rewarding experience, and I’m proud to contribute to the company’s growth while learning directly from leadership.

Expanding Horizons: My Role as AGM – Training & Quality at Maxicus

Stepping into the role of AGM - Training & Quality was more than just a promotion—it was a transformation. This phase of my career brought exciting new challenges and responsibilities, allowing me to grow both personally and professionally.  

Alongside managing Training & Quality, I was entrusted with additional responsibilities directly from the CEO. Here’s what this era looked like:  
- Driving Innovation with AI: I worked on projects to measure the impact of AI and explored ways to make the organization future-ready. This included identifying cost optimization opportunities through AI and other technologies.  
- Building In-House Solutions: Partnering with our internal IT team, we developed software solutions to enhance system efficiency, delivering measurable improvements to our operations.  
- Supporting Sales through Technology: I actively contributed to sales efforts, showcasing how our capabilities were not just operationally sound but also strengthened by cutting-edge technology.  
- Learning Product Management: This was a critical period for me as I started diving into product management, learning new skills in AI, and understanding business from a broader perspective by working closely with the CEO.  

All of this was in addition to my existing responsibilities of managing the Training & Quality function. This was a pivotal time in my career, where I not only honed my expertise but also laid the foundation for future roles in product management and digital transformation.

Assistant General Manager

My Time as Senior Manager – Training & Quality at KocharTech Leading Through Growth 

The post-COVID era was a game-changer for the BPO industry, and my role as Senior Manager - Training & Quality at KocharTech became more dynamic than ever. Our Amritsar site saw unprecedented growth, expanding from 400 seats to 1600 seats** in record time. This was an intense period of transformation, requiring us to balance the demands of existing clients while onboarding new lines of business at a rapid pace.  

Here’s what made this period both challenging and rewarding:  
- Building Future Leaders: With rapid growth came the need for more hands on deck. We capitalized on this opportunity by promoting and nurturing internal talent. Developing our team members to take on leadership roles became a top priority.  
- Reshaping Teams: We completely reshaped our Training & Quality teams, bringing in new members and empowering them to take ownership of critical tasks. Despite the steep learning curve, they adapted quickly and performed exceptionally well.  
- Managing Pressure: With clients old and new, we were hit from every direction—managing expectations, maintaining quality, and ensuring smooth transitions. It was tough, but our team’s resilience ensured we kept clients happy while continuing to grow.  
- Driving Success:Our success metrics were clear—sustain growth, ensure client satisfaction, and deliver excellence. We didn’t just meet those goals; we exceeded them.  

This phase taught me the true power of teamwork, adaptability, and leadership. It was a time of intense learning and growth for everyone involved, and I’m incredibly proud of what we achieved together.

Senior Manager Quality & Training

KocharTech

Stepping into the role of Training & Quality Manager was one of the most challenging yet defining moments of my career. I was filling the position of my senior, representing the site in this capacity for the first time. The challenge was clear—lead the team, engage with clients, and ensure the domain delivered as expected.  

At the same time, my counterpart in operations was highly experienced, making collaboration even more critical. But the biggest challenge came with the unexpected—COVID-19.  

The pandemic disrupted everything. Manpower management became unpredictable, employees were taking sabbaticals, some were losing loved ones, and we had to transition everything to a work-from-home setup almost overnight. Training and Quality, which had always relied on in-person engagement, had to be completely reimagined.  

This was a turning point for me. Instead of resisting change, I embraced it. I started a YouTube channel, creating training videos from my mobile phone using simple applications, and showed my team that this was the time to learn, adapt, and move forward. Instead of waiting for stability, we built our own.  

This experience tested my resilience, built my confidence, and shaped the leader I am today. It wasn’t just about managing a function—it was about navigating uncertainty, innovating under pressure, and ensuring that no matter how tough things got, we kept moving forward.

Training And Quality Manager

This was the phase when I pivoted from operations to quality—a bold shift that reshaped my career. Until this point, I had been thriving in operations, managing teams, delivering results, and driving performance. But there was one persistent challenge at our center—a lack of stability in the quality department. Leaders came and went, but the function never had a strong foundation.

One day, my center head called me and asked if I was ready to take on this challenge. It wasn’t an easy decision. I had built a strong team in operations, and stepping into an entirely different domain came with its share of doubts. What if I failed? What if things didn’t go as planned?

But I have always believed in my ability to learn, adapt, and grow. I took the leap.

Learning quality wasn’t easy. Understanding its core principles, pursuing Six Sigma certification, and driving process improvements—every step was a challenge. But with persistence, I found my way.

One of the toughest challenges was driving quality projects for struggling accounts. Some accounts had been paying penalties for over a year due to quality issues, and turning things around was not easy. Running projects, calibrating with teams, and ensuring measurable improvements required a complete mindset shift. It took relentless effort, but we made it happen.

The success we achieved during this phase is something I still cherish today. It reinforced my confidence in taking on new challenges and proved that adaptability and persistence can drive real change. This transition not only tested my abilities but also paved the way for the career path I continue to build today.

Deputy Manager Quality

Moving from Senior Team Lead to Assistant Manager was a significant leap in my career. Competing against multiple strong candidates for the role and securing it was a moment of validation, but proving my worth in this new position was an even bigger challenge.

I was managing one of the toughest telecom accounts, and this was during a crucial transition—from 2G to 3G and then 4G. Technology was evolving rapidly, customer expectations were changing, and the business needed agility to adapt. Clients required actionable insights, and management expected consistent delivery. There was no room for error.

This phase tested my ability to balance strategic thinking with execution. People management became my biggest strength—I focused on aligning my team, driving performance, and ensuring we met every expectation. Delivering results in such a fast-paced, high-stakes environment wasn’t easy, but it shaped me into a leader who thrives under pressure.

The lessons from this phase—handling transitions, managing high expectations, and leading teams through change—continue to be the foundation of my career today.

Assistant Manager

This was the stage where I was building myself—learning, evolving, and mastering the skills that would shape my career. From the beginning, I had a deep passion for self-learning, and this role gave me the perfect ground to explore and grow.

One of the most valuable skills I honed during this time was advanced analytics. Mastering Excel and deep data analysis wasn’t just about improving my own performance; I started analyzing data not just for my span but for the entire process. This sharpened my analytical mindset and prepared me for the larger responsibilities ahead.

Managing the evening shift without direct supervision from managers taught me self-reliance, decision-making, and problem-solving under pressure. There was no backup, no escalations to pass on—I had to take charge, find solutions, and ensure smooth operations on my own. This experience gave me the confidence to handle challenges independently.

But more than anything, this phase was about people management. I worked closely with my team, building trust, fostering engagement, and creating a culture where everyone felt valued. Winning the Zero Attrition Award for six consecutive months was a testament to the strong bond I had with my team.

This tenure wasn’t just a stepping stone—it was a launchpad that prepared me for bigger roles, giving me the technical expertise, leadership skills, and resilience that would drive my career forward.

Senior Team Lead Operation 

Becoming a Team Lead was my first real step into leadership, and this phase was all about learning, adapting, and proving myself. It was no longer just about my own performance—it was about driving a team, ensuring results, and handling responsibilities beyond my individual role.

This was the stage where I developed structured problem-solving skills and data-driven decision-making. I started analyzing team performance, identifying bottlenecks, and using insights to drive improvements. Understanding SLA management, operational metrics, and workforce planning became second nature, and I quickly learned how to balance expectations from both the management and the team.

Handling escalations, mentoring new hires, and ensuring smooth day-to-day operations helped me build confidence as a leader. Managing people wasn’t just about tracking performance—it was about motivating, engaging, and aligning the team towards common goals.

One of the key learnings during this phase was accountability—owning up to results, making tough decisions, and ensuring my team delivered no matter what. These experiences laid the foundation for my growth, preparing me for bigger challenges in the years ahead.

Team Lead

This was a strange yet exciting time for me—my first promotion and a phase of rapid learning. I was pushing myself beyond limits, absorbing everything at a fast pace, and applying it to real-world challenges.

One of the key areas where I invested my energy was advanced Excel and analytics in the 2G network domain. What started as a personal skill-building effort quickly became an essential part of my role. I was managing analytics not just for my own tasks but for the entire process—covering the workload of three Team Leads combined.

I still remember when a Team Lead advised me to slow down because my work pace was unintentionally putting pressure on other SMEs. But I was never driven by competition—I was driven by impact. The amount of effort I was putting in started delivering results that couldn’t be ignored.

I wasn’t even expecting this promotion. There were many others with far more experience than me, but the energy I was putting in spoke for itself. The results I delivered made it clear to the management that I was ready for the next step, and that’s what eventually led to my transition into a Team Lead role.

This phase taught me a crucial lesson—hard work and continuous learning don’t go unnoticed. When you bring value, opportunities will follow.

Subject Matter Expert

Technical Support ExecThis was my entry into the corporate world—a time of hands-on learning, troubleshooting, and developing a deep understanding of GPRS technology. Being a Technical Support Executive meant dealing directly with customer issues, diagnosing network problems, and ensuring seamless connectivity for users.

GPRS support required both technical expertise and patience, as we handled complex network-related queries, guided customers through configurations, and resolved real-time connectivity challenges. This role taught me the importance of problem-solving, customer experience, and structured troubleshooting—skills that would prove invaluable throughout my career.

More than just a job, this was my foundation in telecom and technology. It gave me exposure to network systems, analytical thinking, and the ability to communicate technical solutions effectively. Looking back, this phase played a key role in shaping my ability to handle pressure, work efficiently in fast-paced environments, and develop a structured approach to solving problems.utive GPRS Support

Currently leading Operations at the Amritsar site and spearheading automation initiatives to streamline workflows.

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