D. Ravi Kiran | Commercial Turnaround & Growth Transformation Leader

About

Commercial Turnaround &
Growth Transformation Leader.

25 years building, fixing and scaling commercial systems across India's most demanding FMCG environments — from field-level distribution to ₹550Cr P&L ownership.

Across PepsiCo, ITC, Tata Chemicals, Bunge, Cargill, and Avinja Bio Technologies — spanning blue-chip corporate and founder-led environments — I have owned P&L outcomes where the diagnosis was mine, the architecture was mine, and the accountability was mine.

"At Bunge, I inherited a ₹200Cr P&L and led its transformation to ₹550Cr by redesigning portfolio priorities, distributor economics and execution governance. Those operating disciplines were later codified into the G.R.O.W.T.H. OS™."

Today I apply that operating experience to senior corporate leadership mandates, alongside selected advisory, interim CCO and board advisory opportunities across India, GCC and Europe. The aim is a commercial system that keeps performing after the transformation leader steps away.

Credentials

Strategic Marketing

Indian Institute of Management Bangalore (IIM-B) · 2023–2024

Strategic Marketing · IIM Bangalore

Certified Independent Director

Indian Institute of Corporate Affairs (IICA), Govt. of India · MCA21 Registered

Governance · Fiduciary Duty

Expert Network Advisor

Registered expert across GLG · Third Bridge · Guidepoint — supporting investor research on India FMCG and commercial diagnostics

Investor Research · Commercial Diagnostics

MBA — Marketing

Osmania University · 1996–1998

MBA Marketing · 1996–1998

Career Timeline

2020 – Present

Founder & Principal Commercial Advisor

Precision Growth Partners

Selected operating engagement: Avinja Bio Technologies — Head – Sales & Marketing / Business Head (2021–2024)

2017 – 2019

Regional Business Manager — GTM

Cargill India Limited

Nature Fresh: 5 MT → 500 MT/month in 6 months

2013 – 2017

Regional Business Manager — Commercial Transformation

Bunge India Limited

₹200Cr → ₹550Cr P&L · 767% volume growth

2000 – 2013

Sales & Commercial Leadership Roles

Tata Chemicals · ITC Limited · PepsiCo India

30 distributors in 60 days (Tata) · 60M sticks via 3rd-party channel (ITC)

Intellectual Property

The G.R.O.W.T.H. OS™ v3.0

A six-pillar commercial transformation system built from 25 years of ground-level FMCG operating experience. Not a training programme. Not a consulting playbook. A complete commercial operating system designed to diagnose structural barriers, redesign the growth engine, and install execution disciplines for measurable, repeatable and cash-generative performance.

One system. One language. Three applications — Corporate · Advisory · Board.

G.R.O.W.T.H. OS™ · Pillar 1

Ground Reality & GTM Architecture

Start with reality, not assumptions. Identify the structural barrier — portfolio concentration, channel design, distributor misalignment, market sequencing, execution gaps, data blindness — and build GTM around actual sell-through, outlet productivity and market economics.

Core question: What is actually preventing the P&L from growing?

G.R.O.W.T.H. OS™ · Pillar 2

Revenue Growth & Route-to-Market Productivity

Connect revenue growth to productive distribution rather than vanity reach. Integrate price, mix, assortment, channel productivity and sell-through into the commercial growth equation — not just numeric outlet coverage.

Core question: Where will profitable revenue actually come from?

G.R.O.W.T.H. OS™ · Pillar 3

Opportunity Prioritisation & Operating Execution

Apply disciplined 80/20 sequencing to markets, customers, channels and resources. Then create the operating rhythm — sniper markets, priority customers, 90-day proof points — that converts priorities into field behaviour.

Core question: What deserves disproportionate attention now?

G.R.O.W.T.H. OS™ · Pillar 4

Working Capital & Trade Economics

Align growth with distributor economics and cash generation. Shift incentives toward actual secondary velocity and productive inventory. Make trade investment accountable. Ensure expansion stays financially self-sustaining.

Core question: Is growth creating cash — or merely primary billing?

G.R.O.W.T.H. OS™ · Pillar 5

Trade, Portfolio & Value Prioritisation

Concentrate commercial investment where economic returns are strongest. Use pricing architecture, portfolio mix discipline and trade spend as integrated value levers — not separate functional activities.

Core question: Where should we place the next rupee of commercial investment?

G.R.O.W.T.H. OS™ · Pillar 6

High-Performance Cross-Functional Execution

Make execution a management system, not an annual initiative. Align Sales, Marketing, Finance and Supply Chain around common commercial outcomes. Install the governance cadence that keeps the engine running without permanent dependence on the transformation leader.

Core question: How do we make the new commercial engine run consistently?

"One system. One language. Three applications — Corporate · Advisory · Board."
Built from operating experience across founder-led businesses and ₹550Cr corporate P&L scale · G.R.O.W.T.H. OS™ v3.0

Proof Points

Three Transformations.
Real Companies. Real P&L Impact.

Every case study below is real, verified, and will survive any due diligence conversation. No fabrication. No inflation. The mechanism is described — not just the outcome.

Bunge India · Commercial Transformation

The Portfolio Concentration Trap

Inherited a South India P&L where 85%+ of revenue sat in transfats while edible oils — the higher-margin, higher-growth category — were chronically under-resourced. The challenge was not simply to grow the topline; it was to transform the commercial growth model without destabilising the business that was paying the bills during the transition. I diagnosed four structural barriers, redesigned distributor economics from flat-margin to sell-through-linked architecture, enforced a 20% edible oil portfolio-mix discipline across every billing cycle, and installed daily execution governance across 75 commercial associates. These operating disciplines were later codified into the six pillars of G.R.O.W.T.H. OS™.

767% volume growth

53,000 outlets in 8 months

PAV ₹8Cr → ₹20Cr

Best Region Award 2015 & 2016

Operating disciplines later codified into G.R.O.W.T.H. OS™

South India FMCG Brand · Commercial Diagnostic

The Ghost Distributor

A South India snacks brand had a large, established distributor receiving primary shipments for six months with near-zero secondary sell-through. Primary billing looked healthy — the problem was invisible on every dashboard. Applied G.R.O.W.T.H. OS™ Go-To-Market Architecture through a field audit, inventory triangulation and outlet-level sell-through verification across the territory. Diagnosed the inventory-integrity and sell-through failure in one week. Onboarded a replacement distributor using a structured fit assessment that prioritised sell-through velocity over warehouse capacity. Delivered ₹50 lakhs in secondary sales growth within 90 days — with no product change, no pricing change and no additional marketing spend.

Root cause diagnosed in 1 week

Replacement onboarded

₹50L secondary sales in 90 days

Zero additional marketing spend

G.R.O.W.T.H. OS™ — Go-To-Market Architecture

Multi-State FMCG Launch · Karnataka & Maharashtra

The Failed Launch Rescue

Client launched simultaneously across Karnataka and Maharashtra with full BTL investment — and achieved less than 15% sell-through by Week 4. The client's diagnosis was wrong product. My diagnosis was wrong market sequencing. Applied G.R.O.W.T.H. OS™ Opportunity Prioritisation & Operating Execution: 80/20 market sequencing concentrated every rupee and every hour into 3–4 high-probability markets per state with a 10-day sell-through discipline. No product changes. No pricing changes. No additional budget. Just a fundamentally different commercial architecture for the same resources. Sell-through exceeded 80% in 3 weeks. Secondary orders grew ₹50 lakhs in 90 days.

<15% → >80% sell-through in 3 weeks

₹50L secondary orders in 90 days

No product or pricing changes

Same budget, different architecture

G.R.O.W.T.H. OS™ — Opportunity Prioritisation & Operating Execution

Engagement Models

Three ways to work together.
One standard: outcomes only.

Every engagement — consulting or corporate — is anchored to the G.R.O.W.T.H. OS™ framework. Diagnosis first. Architecture second. Execution third. Reports are not deliverables. Running commercial machines are.

Senior Corporate Leadership

My primary focus is a senior operating mandate where commercial transformation is a strategic priority, the accountability is clear and the leadership mandate is genuine. I bring the same diagnostic depth and execution rigour from inside the business.

Chief Commercial Officer Commercial Director VP Sales National Sales Director BU Head Business Head

Selectively

Open

Senior Corporate Leadership
Advisory & Interim Mandates
India · GCC · Europe

Most Intensive

Interim CCO

3–6 Month Engagement

Ideal For

PE portfolio companies preparing for exit
Post-merger commercial integration
Founder transitioning to professional management
Revenue stall with no clear internal owner

Deliverable: Full P&L ownership, leadership team rebuild, G.R.O.W.T.H. OS™ deployment — a running commercial machine with a trained leadership team

Let's fix your commercial engine.

Whether you're a PE fund assessing a portfolio company, a founder building commercial discipline, a Board seeking an independent commercial voice, or a recruiter with a senior mandate — I'm direct, responsive, and clear about fit.

✉

ravikirand@gmail.com

📱

Phone / WhatsApp

+91 78420 27432

linkedin.com/in/dravikiran

📍

Location

Hyderabad, India · Open to India · GCC · Europe

Executive Documents

Advisory Profile 2026⬇ DOCX Board CV 2026⬇ DOCX G.R.O.W.T.H. OS™ One-Pager⬇ DOCX Offer Deck 2026⬇ DOCX Corporate Executive Resume 2026⬇ DOCX

Board CV, offer deck and the detailed G.R.O.W.T.H. OS™ one-pager are available for relevant, qualified conversations.

25+ Years · ₹550 Cr Peak P&L Owned · PepsiCo to Cargill · India · GCC · Europe

Commercial Turnaround &
Growth Transformation Leader.

The G.R.O.W.T.H. OS™ v3.0

Three Transformations.
Real Companies. Real P&L Impact.

Three ways to work together.
One standard: outcomes only.

Senior Corporate Leadership

Let's fix your commercial engine.

Executive Documents

Start a Conversation

25+ Years · ₹550 Cr Peak P&L Owned · PepsiCo to Cargill · India · GCC · Europe

Commercial Turnaround &Growth Transformation Leader.

The G.R.O.W.T.H. OS™ v3.0

Three Transformations.Real Companies. Real P&L Impact.

Three ways to work together.One standard: outcomes only.

Senior Corporate Leadership

Let's fix your commercial engine.

Executive Documents

Start a Conversation

Commercial Turnaround &
Growth Transformation Leader.

Three Transformations.
Real Companies. Real P&L Impact.

Three ways to work together.
One standard: outcomes only.