Coal India Limited (Maharatna PSU under Ministry of Coal, Govt. of India) | Singrauli

Deputy Manager (Excavation):

• Project Management:
  • Liaised with regulatory bodies to secure statutory approvals for HEMM deployment in mining zones, ensuring timely compliance and uninterrupted project execution in a highly regulated environment.
  • Evaluated project proposals and RFPs to design a structured Monitoring & Evaluation (M&E) framework that ensured cost control and timely execution; integrated data-driven milestone tracking and progress-linked invoicing, which improved vendor accountability, enhanced process efficiency, and reduced project execution risks. 
• Procurement:
  • Led the digitisation of 15 years of procurement records—including 8,000+ RFQs, 2,500+ contracts, and 1,200+ vendor profiles—by developing a searchable, SAP-integrated digital repository, which significantly enhanced audit readiness, streamlined data access, and improved cross-functional coordination across departments.
  • Spearheaded the development of a vendor performance dashboard to track KPIs such as lead time, quality issues, and SLA adherence, enabling data-driven replacement of 3 underperforming vendors and the onboarding of 8+ reliable partners, thereby strengthening the supply base and enhancing vendor accountability.
•  Digital Initiatives & Impact:
  • Led a department-wide SAP ERP transition in the Excavation Department, digitising 30+ workflows across procurement, indenting, work order creation, and preventive maintenance, despite a lean 15-member team; this resulted in a 57% reduction in process cycle time and eliminated paperwork dependencies, significantly enhancing operational efficiency.
  • Orchestrated the digitisation and migration of 5,000+ legacy tender and contract files into SAP’s Document Management System (DMS), enabling searchable, audit-ready access and reducing average retrieval time from 4 hours to under 15 minutes; enhanced compliance traceability and fully eliminated paper-based storage.
  • Instilled a digital-first culture by upskilling 30+ personnel in SAP modules, e-indenting, work order entry, and digital inventory practices, ensuring 100% system adoption across excavation units; resulted in improved digital competency, reduced manual intervention, and greater reporting accuracy.

Assistant Manager (Excavation):

• Project Management:
  • Drove the preparation of five consecutive Annual Reports and Sustainability Reports aligned with GRI Standards, enhancing the organisation’s ESG credibility, regulatory compliance, and stakeholder transparency.
  • Directed a cross-functional team of 10+ members across planning, budgeting, contracts, and vendor management to drive cost savings by optimising equipment deployment and digitising workflows through SAP ERP and custom Excel-based dashboards; reinforced financial discipline by implementing milestone-linked invoicing and enhancing project visibility.
  • Oversaw the end-to-end execution of 50+ projects in the Excavation Department, including high-value HEMM outsourcing initiatives, managing a portfolio exceeding ₹20 Cr annually; streamlined project delivery, enhanced operational efficiency, and maximised cost savings through effective vendor management and strategic resource allocation. 
• Procurement & Operations:
  • Piloted end-to-end procurement operations exceeding ₹100 Cr annually, successfully concluding 550+ tenders during FY 2023–25 via GeM, SAP ERP, and other e-Procurement platforms; ensured 95%+ e-Tendering compliance, conducted rigorous bidder evaluation, and upheld full regulatory adherence (CVC, GFR)—enhancing contract execution reliability and reducing post-award risks.
  • Streamlined critical procurement workflows by automating SAP ERP processes and introducing standardised tender templates, resulting in a 67% reduction in tendering cycle time (from 90 to 30 days); also instituted a rolling procurement calendar through coordination with finance, operations, and engineering teams—enhancing planning accuracy, minimising urgent purchase requests, and building a more predictable, responsive sourcing function.
  • Optimised procurement strategies to deliver an average 12% cost reduction and improved Total Cost of Ownership (TCO) by 10% through reverse auctions, market benchmarking, and structured negotiations using ZOPA/BATNA frameworks; unlocked further savings via long-term sourcing, right-fit vendor selection, spares pooling, and AMC contract optimisation, resulting in lower lifecycle costs and enhanced asset reliability.
  • Instituted a standardised Schedule of Requirements (SoR) framework and engaged end-users at the pre-tender stage, leading to a 35% reduction in contract amendments—with change requests dropping from 20+ to under 13 per quarter; this approach clarified technical scopes, reduced post-award ambiguity, and streamlined contract execution.
  • Initiated in-house repair of HEMM assemblies and sub-assemblies at the departmental workshop, generating direct cost savings of over ₹6 Cr by reducing dependency on external vendors and accelerating turnaround time for critical equipment. 
• Stakeholder Management:
  • Coordinated end-to-end planning, documentation, and logistics for 10+ Board-level subcommittee meetings, enabling strategic decision-making on capital project approvals, policy formulation, and budget allocations; ensured timely delivery of agendas, pre-reads, and executive presentations, thereby strengthening governance processes and leadership engagement.
  • Mobilised strong working relationships with state officials, district administration, vendor partners, public representatives, and local communities to ensure seamless project execution and mining operations; served as a key interface to address regulatory concerns, enable on-ground coordination, and uphold community trust and social license to operate. 
• Digital Initiatives & Impact:
  • Steered the coordination with Accenture’s digital transformation team to implement a real-time project monitoring dashboard for mine operations, featuring geo-tagged images, milestone-based tracking, and automated field-level inputs via Power BI; improved project visibility for senior management, reduced manual reporting by 80%, and enabled 30–40% faster resolution of on-ground issues.
  • Spearheaded two key digital initiatives as Nodal Officer under the Mine Digitisation Project in collaboration with Accenture—leading the deployment of a GPS-integrated Fleet Management System that improved HEMM availability by 10% and reduced unplanned downtime by 18%, alongside piloting a digital Spare Lifecycle Management system on 250 fast-moving and critical spares, which significantly enhanced component traceability, reduced stock mismatches, and minimised idle inventory. 
• Material & Inventory Management:
  • Mapped end-to-end spare lifecycle workflows for 1,200+ inventory items, covering indenting, GRN, consumption, and repair tracking; the initiative led to a 22% reduction in non-moving inventory and ensured >95% availability of critical HEMM spares during planned maintenance windows.
  • Engineered a 35% reduction in stock-outs of fast-moving spares by analysing 2+ years of consumption data, configuring dynamic lead time buffers, and activating early reorder triggers in SAP MM: the initiative improved equipment readiness and significantly reduced emergency indent requests.
  • Executed a 3-year usage and failure pattern study across 20+ equipment categories, leading to the reclassification of 200+ spares under the ABC-VED matrix; enabled 15% reduction in inventory holding costs and improved procurement precision for high-value, high-criticality items.
  • Aligned spare issuance with equipment maintenance history and failure trends, shifting from blanket issuance to a condition-based approach; this led to an 18% reduction in excess withdrawals and improved first-attempt repair success across key HEMM categories by ensuring better matching between issued spares and actual fault patterns.
  • Instituted monthly 'Spare Health Reports' and vendor usage summaries, tracking metrics like warranty claim utilisation, high-value spare consumption trends, and frequent failure patterns; these reports enabled data-informed planning and vendor evaluation, resulting in over ₹1.2 Cr cost avoidance across two years by improving inventory utilisation and maximising warranty-covered replacements.
  • Steered warehouse clean-up and stock reconciliation across three major stores, comparing physical inventory with SAP MM records and identifying ₹1.05 Cr+ in idle, surplus, or slow-moving stock; collaborated with Finance and Stores teams to reallocate usable inventory, avoiding potential write-offs and recovering ~₹40L worth for active use. 
• Human Resources Management & Industrial Relations:
  • Mobilised the onboarding and deployment of 150+ trade apprentices and graduate trainees under the National Apprenticeship Promotion Scheme (NAPS) across Excavation, Mechanical, and Electrical departments; designed rotational training modules aligned with department workloads, driving 20%+ improvement in apprentice productivity during peak maintenance windows, while ensuring full statutory compliance under the Apprentices Act, 1961.
  • Navigated a highly industrially sensitive environment as the primary interface between management and four recognised trade unions in a workforce-intensive PSU with 99%+ unionised manpower; enabled zero industrial disruptions for 3 consecutive years by driving structured communication, grievance redressal forums, and regular coordination meetings—ensuring uninterrupted coal production and excavation operations.
  • Streamlined hiring for 20+ critical technical and administrative contract roles by introducing JD-based scoring rubrics and structured interview formats; achieved 100% audit clearance during internal reviews and reduced hiring cycle time from 45 to 28 days through parallel shortlisting and cross-functional coordination.
  • Facilitated 50+ monthly toolbox talks and behavioural safety sessions for 250+ field workers and support staff, covering topics like discipline, equipment safety, and workplace conduct; the initiative led to a 22% reduction in minor disciplinary cases and fostered a more cohesive, safety-aware work environment across shifts.

Management Trainee (Excavation)

• Operations & Maintenance:
  • Analysed category-wise spend and failure data spanning three years, leading to the reclassification of 200+ inventory items under the ABC-VED matrix; this enabled data-driven sourcing prioritisation, drove a 20% reduction in non-moving inventory, enhanced critical spare availability, and improved budget control for high-value items.
  • Optimised demand forecasting by leveraging historical consumption data, seasonal trends, and equipment failure patterns, resulting in a 30% reduction in emergency procurement—from ₹15 Cr to ₹10.5 Cr—and significantly minimising urgent purchase dependencies.
  • Instituted OEM-prescribed SOPs for preventive maintenance, resulting in a 20% reduction in spares consumption (~₹60L per HEMM/year) by improving machine reliability and minimising repeat breakdowns.
  • Coordinated the end-to-end erection of two 20 m³ electrical shovels (₹150 Cr+), completing both ahead of schedule by aligning site readiness, logistics, and OEM support—minimising downtime and accelerating asset deployment. 
• Human Resources Management & Industrial Relations:
  • Developed a skill competency matrix for 200+ departmental employees, enabling data-driven deployment during high-load periods and realignment of underutilised manpower; the initiative improved manpower utilisation by 18%, reduced idle time by 12%, and served as the foundation for targeted in-house technical upskilling.
  • Collaborated with 5+ local ITIs and engineering colleges to build an apprentice sourcing pipeline; introduced pre-deployment technical screening tools, reducing onboarding lag by 30% and directly improving placement success across high-demand units.
  • Digitised apprentice lifecycle tracking for 150+ candidates using Excel-based dashboards covering onboarding, training, evaluation, and stipend cycles; the system reduced documentation turnaround for audits by 40% and improved stipend disbursement accuracy to 99%.
  • Supported the phased rollout of biometric attendance systems for 300+ workers and apprentices across excavation units; drove supervisor alignment and system adoption, reducing proxy attendance by 90% in two quarters and enabling more reliable workforce reporting for planning and compliance.
     

Bharat Sanchar Nigam Limited (Miniratna PSU under the Ministry of Communications, Government of India), Gujarat

• Junior Engineer
  • Reduced optical fibre cable faults by 20% as compared to the same period last year by implementing condition-based and preventive maintenance strategies, enhancing network reliability, and minimising downtime across operational zones.
  • Achieved the highest single-day addition in the entire circle—200+ wireless mobile connections from a single location by organising multi-location camps and promoting new schemes, significantly expanding user outreach and subscriber base.
  • Streamlined fault reporting and resolution workflows by coordinating with field staff and exchange engineers, leading to faster service restoration and improved customer satisfaction.
  • Supported network expansion in rural and semi-urban zones, contributing to increased mobile coverage and broader service outreach.
  • Assisted in resolving escalated customer grievances related to broadband downtimes and landline disruptions, supporting faster issue closure and improved service responsiveness.
  • Prepared summary reports and presentations on service performance, fault trends, and new connection activations, enabling data-driven internal reviews and operational decision-making.
  • Engaged franchisees and retail partners to promote BSNL recharges and FTTH connections under new marketing campaigns, contributing to greater last-mile reach and customer acquisition.

• Special Achievement Award: I was honoured with the “Special Achievement Award” for initiating a safety pledge for my coworkers before work and for establishing safety-related Operating Procedures in the workplace. These initiatives successfully reduced accidents by 20% compared to the previous year, fostering a safe environment.
• Best Maintenance Team: I was, along with my team, awarded as the best maintenance team among over 50 teams for increasing shovel availability by 10% compared to the previous year. This achievement was made possible by adhering to OEM-recommended maintenance manuals and implementing minor modifications to maintenance practices.
• 1st Runner-up: As part of the Northern Coalfields Limited (NCL) team, I was the 1st runner-up in the inter-subsidiary cricket tournament organised by Coal India Limited (CIL).
• Best Procurement and Tendering Team: I, along with my team, received an award for successfully concluding the highest number of tenders, over 250, within a single financial year across the entire NCL, a subsidiary of CIL.
• Consistently ranked among the top 5% performers company-wide during annual performance appraisals for four consecutive years of working with Coal India Limited.

• B. Tech. (Electrical Engineering), J.C. Bose University of Science and Technology, YMCA Faridabad, Haryana

• Lean six sigma - Green belt, Grant Thornton
• Certification in Excel Skills for Business: Advanced from MACQUARIE University, Sydney, Australia, through Coursera

• Completed an industrial internship at Concord Electrical Industries, gaining hands-on experience in the manufacturing and maintenance of Current and Potential Transformers, with exposure to testing procedures, quality control, and assembly line operations.
• One of the founding members of the 1st Technical Club of University “SAMARPAN”, and was part of the club for 02 years, organising many events during the college fest.
• I played cricket and badminton in both school and college, winning several tournaments at both inter-school and inter-university levels.
• Organised the 2019 Lok Sabha Election as a Presiding Officer from the Robertsganj Lok Sabha constituency of Uttar Pradesh.
• Volunteered with SAAHAS Welfare Society, actively participating in community service initiatives such as slum area clean-up drives, tree plantation campaigns, and blood donation camps, promoting environmental awareness and public health.