CERATIZIT

• Spearheading growth initiatives for the Global Segment Business at CERATIZIT, enhancing market penetration.  
• Led cross-functional teams to align global strategic initiatives for the M&D segment, driving sales performance.  
• Developed and implemented innovative strategies that resulted in a significant increase in market share and customer engagement.

Global Segment Manager

Norgren

• Incubated the ADAPTIX brand, driving sales growth for capital equipment in India.  
• Established and nurtured channel sales partnerships, expanding market reach and customer engagement.

India Business Head | ADAPTIX

Seco Tools

- Directed engineering and application projects, delivering component solutions and manufacturing process improvements.
- Led global strategic projects including:
  • Business transformation for European subsidiaries (France, UK, USA)
  • Online sales channel development with USA & UK teams
  • Aerospace blade manufacturing in Thailand
  • Oil & Gas solutions for GE Pune, generating multimillion-business/year
  • Engine casing development for TATA Aerospace
- Skills: Business Development, P&L Review, Sales Management
Engineering Projects , Manufacturing, Component Engineering Solutions

Deputy GM ( Aerospace & Medical Key Accounts Asia)

•	Founded and scaled Solid Tools business (18% market share, Multi-Million revenue).
	•	Led 25+ channel partners and Mentored 7+engineers.
	•	Established India’s Reconditioning Facility.

Sr Manager \Manager ( Round Tools Business- PAN India)

Makino

•	Sold 60+ CNC machines (Impacted multi-million dollar revenue).
	•	Set up Manesar Technical Center.
	•	Delivered CAD/CAM & CNC solutions to key clients.

Manager/Sr Application Engineer

National Manager|Manufacturing Process & Strategy I Projects & Industrial Products Sales l Berkeley Haas School of Business



I help manufacturing and industrial companies scale — from incubation to global growth.

With over 20 years of leadership experience, 
I’ve built a career transforming challenges into growth opportunities. 

From my early days in engineering and applications to leading global business units across India, APAC,

I’ve consistently focused on one thing: profitable growth through strategy, execution, and people.

Over the years, I’ve:
	•	Scaled businesses from start-up to multimillion revenues.
	•	Turned around P&Ls and improved profitability in competitive markets.
	•	Led cross-border teams, building high-performance cultures across Asia, Europe, and North America.
	•	Delivered industrial transformation, including Industry 4.0, smart manufacturing, and digital sales channels.
	•	Executed partnerships & M&A, unlocking new markets and revenue streams.

What sets me apart is my ability to bridge the technical and executive worlds: 

I speak the language of manufacturing engineers, but I also operate at the level of Executives, investors, and global boards.

🔹 Core Value I Deliver: Turning complex, global challenges into scalable, profitable businesses.

🔹 Industries I Serve Best: Manufacturing, Aerospace, Engineering, Capital Equipment, Industrial Technology.

📩 Always open to connecting with peers, partners, and growth-minded organizations exploring business transformation, expansion, or industrial innovation.

With my  UC Berkeley Executive Program in Management, I bring,

🔹 Core Expertise: for

- P&L & Business Turnarounds
- Market Entry &  Expansion
- M&A & Strategic Partnerships
- Industrial & Digital Transformation (Industry 4.0, Smart Manufacturing)
- Cross-Cultural Leadership & Team Building
- Manufacturing,Supply Chain, Vendor, & Operations

Tooling cost is only 4–10% of part cost.
 
 So why are so many CNC shops quietly losing money?
 
 Most manufacturing units say:
 
 “Tooling cost is small. Not worth optimizing.”
 
 On paper, that sounds correct.
 
 On the shop floor, it’s expensive.
 
 Because tooling doesn’t just affect tool cost.
 It controls cycle time, uptime, scrap, and delivery stability — the things that decide profit.
 
 ⸻
 
 An anonymized real case
 
 Auto component manufacturer.
 12 CNC machines.
 Tooling cost: ~6%.
 
 They were struggling with:
 • Constant overtime
 • Missed deliveries
 • Plans to buy 2 new machines
 
 No one thought tooling was the issue.
 
 A focused review showed:
 • Conservative cutting parameters
 • Early tool changes “to be safe”
 • Sub-optimal CAM strategies on 2 key operations
 
 No new tools. No new machines.
 
 Changes made:
 • Optimized cutting conditions
 • Improved toolpaths
 • Standardized tool-change logic
 
 Results in 6 weeks:
 • Cycle time ↓ 14%
 • Scrap ↓ 40%
 • Capacity gained ≈ 1.5 machines
 • New machine purchase postponed indefinitely
 
 Tooling cost barely changed.
 Manufacturing performance changed completely.
 
 ⸻
 
 The mistake many shops make
 
 They look at tooling as a cost line item.
 Not as a performance lever.
 
 Losses don’t show up as alarms.
 They show up as:
 • More hours
 • More stress
 • Same margins
 
 Quietly. Daily.
 
 ⸻
 
 Tooling may be 4–10% of cost.
 But it decides a much bigger part of your factory’s outcome.
 
 Most losses in CNC shops aren’t dramatic.
 They’re gradual — and invisible.
 
 ⸻
 
 If this sounds familiar, you’re not alone.
 Most plants are not inefficient — just sub-optimally efficient.
 
 And that’s the most expensive place to stay.

Vipin Kumar Rajput

"A results-driven sales and manufacturing professional dedicated to exceeding expectations and delivering exceptional business results”

Sales & Business Skills  
•	Manage and Control the P&L of the business via Collaborating with stakeholders to set forecasts, budgets, and targets and supporting high-level Sales & business objectives with financial controls.
•	Comprehensive strategic analysis of key areas such as Structure, Product Portfolio, Brand, Vision, and company values to achieve long-term success.
•	Develop and implement local strategy and execute marketing plans in the assigned geography to achieve Business Area goals and objectives.
•	Manage and control sales channels strategy and develop business relations with channel partners and Customers.

Technology & Engineering Skills

•	Expert Level in Manufacturing operations of Metal parts, Molds, Dies, and Fixtures for their production process, maintaining the Quality systems & Measurements.
•	Expert level understanding of the technology of CNC Machines, Carbide Cutting Tools, and Work holding systems. 
•	Specialist Level Skills in Designing of 2d and 3D parts using Cad Cam Systems

People & Organization Skills:
•	Establish Clear and Concise, effective two-way communication, ensuring everyone understands the expectations, goals, and objectives.
•	Delegation of tasks to the right team members. Coach, facilitate & Mentor individual development Plans.
•	Goal Setting & Performance management of the team with defined KPI & KRA
•	Conflict Resolution: Identifying and addressing conflicts early, providing mediation and support, and finding solutions that benefit all parties involved.

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