[email protected]1 General Profile – Mobile #: +91 9811064987 Nunna Veerabhadra Rao Flat # 101, Pragati Elegance, Hyder Nagar, Nizampet Road, Kukkatpalli, Hyderabad – 500072, Andhra Pradesh Tel: +919811064987/9818505666 Home Land Line +914023892100 E-mail: [email protected]PERSONAL DETAILS Father’s name Nunna Narayana Murthy Data of Birth 23.07.1959. Marital status Married with two Children. Religion & Nationality Hindu, Indian. Language Known Telugu, English, Hindi, Kannada, Malayalam, (Spoken) Tamil & Arabic Passport No Z-1427204 .
Various trainings provided in the previous organizations, traveled Europe, Asia. The strongest learning’s are from HILTI where I am indebted to the Organization.
(1) Product trainings
(2) Sales trainings
(3) Sales Management trainings
(4) Cultural Trainings
During the tenure with Hilti, I have attended various Seminars and workshops.
Sl. No. EXAM. PASSED BOARD PASSING YEAR
1 S.S.L.C Secondary School – Andhra Pradesh 1974
2 Intermediate (10+2) Board of Intermediate – Andhra Pradesh 1976
3 B.Sc - Bachelor of Science Bangalore University – Bangalore 1976-1979
4 Degree LLB (could not complete 4 subjects due to job at Saudi Arabia) Bangalore University – Bangalore 1983-1986
5 Executive MBA - Degree Eikon Academy Delhi-Affiliated to AIMUT California 2005-2006
Hilti India is a Sales oriented organization a Swiss Multi National Company 100% subsidiary unit of Hilti Corporation. Its products are widely used in construction industry by the construction professional.
When I moved from Dubai to join Hilti India, we had strength of 22 Sales Engineers all across the country. I head the whole team in India. Today we have expanded the team up to a total of 205 with 174 Sales engineers, 22 Area Sales Managers, 7 Regional Managers, DSC Manager and me. I hold the responsibility of our Organization revenue. Last 6 years we were growing our Sales by approximately CAGR 38%. I report to the President of Hilti India (CEO/GM). My role in this function is to "Develop people & Achieve outstanding Results" Extensive travel across the country understand the needs of the customers both external and internal, address their needs within the corporate guidelines, provide necessary trainings to the team, work and coordinate with all other functions who supports the sales team such as Operations team, Finance team, Marketing and Strategic Business team, HR/Training team etc
I should be proud to comment that with completion of Year 2009 with Hilti, I will be completing 2 Decades (20 Years) Service in Saudi Arabia, United Arab Emirates and India.
Mazrui Engineering Products are the sole agents of Hilti in United Arab Emirates based at Dubai as their Operational Head Quarters. However, Hilti Division is independently operating its activities with supervision of Hilti Regional Office (HRO) in Jebel Ali.
I held the position Branch Manager heading all functions in Abu Dhabi with Sales, supply chain, Counter Sales, Engineering function etc., During these three and half years, grown the business in Abu Dhabi to an extent where I exceeded the expectations of HRO. We were always having a negative growth and people motivation in Abu Dhabi was low till I took over as Branch Manager. With the support of my team members that time and my own hard work, we could gain the market share and shown positive growth of 12% consistently in those years.
As I expressed my desire to work in Hilti India due to my children's education, Hilti found an opportunity for me to move to Hilti India in the role of Director Sales in April/May 2002.
Seihat Fiberglass Company, Production & SalesProduction SupervisorSeihat Fiberglass Factory is manufacturers of Fiberglass products for industrial applications as well as domestic products based at Seihat, Saudi Arabia.I supervised a factory production unit as well as installation team of around 80 people. First experience outside India and I managed the whole team for nearly three years very well with high motivation and productivity. Implemented forecasting inventory system, efficiency improvement measures etc.,I used to take decisions on vendors and their supplies and was reporting to the Production Manager. Hilti was one of our vendor and when they found interested in me, I had left the Seihat Fiberglass Factory with their consent to join Hilti Saudi Arabia
(01/1980 - 12/1986)Vijay Corrosion Protectors: Based at Bangalore, India during Nov 1985 till Dec 1986 I was an entrepreneur, doing all applications of Epoxy, Polyester Resin treatments for concrete, steel structures. When I got a break through to go outside India (Saudi Arabia) I have taken up the assignment. Armour Hindustan Pvt Ltd: Based at Bangalore, I was working as Site Manager during Nov 1983 till Oct 1985. The company primary activities are concrete and steel structure treatments using Epoxy, Polyester Resins.Amar Formulators Pvt Ltd: Based at Bangalore, I was working as Site Supervisor during Sept1981 till Oct 1983. The company primary activities are concrete and steel structure treatments using Epoxy, Polyester Resins.Atig Chemicals Pvt Ltd: Based at Bangalore, I was working as Production Supervisor during Dec 1979 till Aug 1981. The Factory produces synthetic Musk which is an ingredient raw material used in varieties of perfumes. I started my career as Trainee soon after the University Degree and became Production Supervisor with the responsibility of meeting Production targets, quality control and man power management.
Visionary Leadership : Communicates a compelling picture of how the company—and the industry—will evolve that clearly ties today’s initiatives to longer-term strategies and values, Exudes a passion for the future business that is inspiring and contagious, Evangelises the future tirelessly both inside and outside the organisation, Functions as a missionary for the future across the organisation
Visionary
Leadership
Customer
Orientation
Analytical
Thinking
Relationshi
p Building
Driving
Results
Started as Director Sales in Hilti India Pvt Ltd since May 2002 with 22 Sales Engineers (TA-A) and three Area Sales Managers. Found the need of changing the then strategy of Key Account and Key project approach. Came with three tier sales element approach with clear demarcation of customer platform. Communicated to the Management Team and got the consent of Three Tier Sales Element approach and started implementing the model in Mid 2003 onwards. TR – Technical Representative : Entry level Sales Engr with ~1 year selling experience TAE – Technical Applications Engineer: Next level sales Engr with ~2 years selling experience TA-A – Technical Advisor Applications: Senior Sales Engr with ~3 + years selling experience This business model helped us segment the customers and improve on customer satisfaction. TR – with Motor cycle attending small geographical territory and small customer base TAE – with Small car (Maruti 800) attending mid size customer base and few smaller projects TA-A – with a jeep (Bolero/TATA Sumo) covering vast geographical territories and remote project locations covering big size customer and big projects. Communicated the strategy across the organization and though the initial teething problems were there, succeeded in implementation.
Customer Orientation: Cultivates a deep, proactive understanding of customers’ requirements and goals across customers’ entire extended value chain, Acts as customer advocate, taking initiative to overcome obstacles, solve customer problems and improve overall customer satisfaction and demand, Ingrains customer orientation as an organisation-wide trait, continuously and proactively driving customer satisfaction and demand.
Visionary
Leadership
Customer
Orientation
Analytical
Thinking
Relationshi
p Building
Driving
Results
L&T being the largest construction house in India, the potential is very huge for Hilti relevant products. Hilti was not having the Annual Rate Contract with them when I joined. I visited several times their HO at Chennai, understood their concerns of transactions with Hilti at that time (Sep 2002). The business at that time with L&T was around MINR 2-3 (million Indian rupees) per annum. Managing consistency with the pricing, service level, technical advise, delivery of commitments were challenges through out the country.
Established Rate Contract with L&T January 2003 onwards taking into consideration of all the challenges customer and Hilti faced. Created a win-win situation and in 2009 we expect to do the business in the tune of MINR 60-65.
Hilti Service Centers have been created at 22 locations today while we used to have around 4 locations when I joined in Hilti India May 2002 (Delhi, Mumbai, Bangalore & Chennai). This was to ensure the level of service improvements to the customer in terms of product availability as well as repair services to the customer for the power tools.
We have also established a reverse logistics process which allows customer to send the power tools for servicing with Hilti India by Safexpress (third party partner for logistics) whereby customer will not be paying for any transportation of the power tools but pays only for actual repair cost.
Analytical Thinking: Probes easily and deeply into important details, even on exceptionally complex financial or quantitative issues, Sees subtle—but important—details or issues that others often miss, Breaks down problems skilfully and in various ways to ensure that “no stone is left unturned”, Builds analytical and quantitative problem solving into an organisation-wide trait Utilises key third-party experts effectively in the appropriate unfamiliar situations
Visionary
Leadership
Customer
Orientation
Analytical
Thinking
Relationshi
p Building
Driving
Results
We have a very strong data base for Business Information Management “Fact Base” This is compilation of information gathered by all the Sales Engineers (known as TS – Technical Sales), Marketing personnel, Engineering team (who visits the consultants/Architects) We manage the projects data base through out the country and also customer data base. Steering the Project management is done by Sales and is known as CPMS-Construction Project Management System. Analysis is generally made on the Fact Base to take decisions on expanding the team, allocation of TS resources at potential base, setting business targets for territories, Areas, Regions etc.,
I am supported by strong sales team of 209 TS, 25 ASM, 8 RM and 3 Zonal Managers ready for the customer service in 2010 with a targeted goal of MINR 2,300. While when I joined Hilti India, we were having 22 TS with 3 Area Sales Managers. The huge direct Sales Team growth happened due to proper analysis of Fact Base and expand the Sales team in areas where there is potential.
Market with economy slowdown made us suffer few business declined from the Building/Commercial sector. I had to make a huge shift of our Sales Force from Building/Commercial to Infra Project in order to recover the sales and grow further. This move helped the overall organization move towards positive growth even in tough economic slowdown.
Relationship building: Sets an example for employees for building positive business relationships. Possesses a sophisticated understanding of what relationships are important to the company and its stakeholders and how to leverage into enduring competitive advantage. Leverages deep personal and business relationships into significant business success. Motivates others to similarly build relationships. Has built an extensive network of relationships both inside and outside the company.
Visionary
Leadership
Customer
Orientation
Analytical
Thinking
Relationshi
p Building
Driving
Results
Culture is playing a vital role in building the relationship. Hilti developed culture program known as Our Culture Journey (OCJ). This will have various team camps and all the team members sail through this journey. Internal relationship development also represented through employee satisfaction which is measured through GEOS (global employee opinion survey) and Hilti India as well as Sales Team in Hilti India is always in the Green Zone (+25). Hilti India also participated in The Great Place To Work and positioned in top 25 organizations in subsequent last two years.
We as team leaders play big role in the above activities. Hilti value system is Integrity, Teamwork, Commitment & Courage. I strive to live the values and ensure to lead the team with me. ‘0’ tolerance for any misalignment and integrity towards the organization.
I travel consistently two visits (for three days) a month to different Areas, Regions and go with the TS to meet customers to understand the needs of the customer (internal & external). I have very good reputation amongst my team members and customers due to my ability of building relationship with them.
Maintains a very cordial relationship with the competition to ensure the harmony of the organization. Meets them quite often and discuss about the industry, growth, developments etc., We also maintain a professional ethics amongst each other in recruitment of each others employees.
Driving results: Translates corporate business goals into well-defined performance plans for the organisation. Designs and manages performance management processes that deliver results far exceeding expectations. Aligns individual performance goals and measures systematically, and consistently uses them to drive performance. Engages the entire organisation in tracking performance metrics to ensure superior results.
Visionary
Leadership
Customer
Orientation
Analytical
Thinking
Driving
Results
By nature a very dynamic and aggressive results orientation. Through out the Sales and marketing career with Hilti, consistently achieved the results. We strongly believe in word called over-achievement. Hilti India CAGR is around 38% and even in 2009 while the whole world is struggling to make the same numbers what was made last year, Hilti India sales peg at 20% positive growth.
The assessment of individual Sales Area/Region performance is periodically reviewed to ensure that the uniform achievements have been resulted. In Hilti I am owner of a process which is known as Sales Management Process (SMP) which drives the whole Sales Function. Participated in Dr Martin Hilti’s Innovation Award on the drive of Sales Process through tracker mechanism.
Sales process is monitored through Daily call reports, Sales Execution review process on quarterly basis. During this, we monitor the progress in qualitative and quantitative results. (soft facts and hard facts) We also strongly believe in “Soft facts drives Hard facts” Personally train Sales force such as SSS (Strategies for Successful Selling), Field Coaching for Managers, Hilti Sales Management (HSM) for all Sales Managers
Qualitative goals are well balanced with continuous focus on team development, accounts receivables, discount management, controlling number of sales calls, demonstrations by TS, improvement in Net Selling Price (NSP) etc.,
