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D. Ravi Kiran — Commercial Turnaround & Growth Transformation Leader
Commercial Turnaround & Growth Transformation Leader
G R O W T H G.R.O.W.T.H. OS™ D. Ravi Kiran COMMERCIAL TRANSFORMATION ARCHITECT PRECISION GROWTH PARTNERS

D. Ravi Kiran: FMCG Commercial Leader, Route-to-Market & Distribution  ·  25+ Years  ·  PepsiCo · ITC · Tata Chemicals · Bunge · Cargill

I build, fix and scale commercial engines.
I diagnose structural commercial barriers, redesign the growth engine,
and install the disciplines that make it run without me.
Explore Advisory Engagements → Open to Senior Corporate Roles →
₹200→550 Cr
South Regional Turnover (Bunge)
10 → 500 MT
Nature Fresh / Month in 6 Months
53,000
Outlets / 8 Months
45 in 45
Distributors in 45 Days (Tata)
25 Yrs
FMCG Leadership
Pedigree
PepsiCo India ITC Limited Tata Chemicals Bunge India Cargill India IIM Bangalore IICA Certified ID
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 large regional P&L leadership.

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.

"My operating focus is simple: find where growth, margin or cash is being lost, reset the commercial model, and stay accountable until execution delivers measurable results."

Since 2020, through Precision Growth Partners, I have applied the same discipline in advisory work on GTM redesign, distributor economics, pricing and commercial diagnostics. I am open to senior leadership roles and to selective interim, advisory and board mandates in India, the GCC and Europe.

Credentials
Strategic Management
Indian Institute of Management Bangalore (IIM-B) · Executive Certificate · 2024
Strategic Management · IIM Bangalore
Certified Independent Director
Indian Institute of Corporate Affairs (IICA), Govt. of India · MCA21 Registered
Governance · Fiduciary Duty
Registered Expert
GLG · Third Bridge · Guidepoint · IndusGuru
Expert Networks
MBA — Marketing
Osmania University · 1996–1998
MBA Marketing · 1996–1998

Career Timeline
2020 – Present
Founder & Principal Consultant
Precision Growth Partners · Independent Commercial Advisory
2021 – 2024
Head – Sales & Marketing / Business Head
Avinja Bio Technologies
Consumer business ₹10 Cr → ₹25 Cr · customer loyalty +30% · repeat purchase +20%
2017 – 2019
Regional Business Manager – South
Cargill India Limited
Nature Fresh: 10 MT → 500 MT/month in 6 months · distributors 18 → 30
2013 – 2017
Regional Business Manager – South
Bunge India Limited
₹200 Cr → ₹550 Cr South regional turnover · edible oils 150 → 1,300 MT/month · 53,000 outlets in 8 months
2000 – 2013
Sales & Commercial Leadership Roles
Tata Chemicals · ITC Limited · PepsiCo India
Tata Chemicals: 45 distributors in 45 days · ITC: 17% growth in an established tobacco category, including ~60M sticks through third-party channel activation · Pepsi Foods: institutional channel development including Navy outlets
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.

01
₹200 Cr → ₹550 Cr
South Regional Turnover
Bunge India · Commercial Transformation
Scaling the Core and Expanding the Growth Engine
Led the South India business for edible oils and vanaspati, where the challenge was to scale the higher-potential categories while protecting the core. Leading a 45-member on-roll and off-roll sales team, I expanded distribution by 53,000 outlets in eight months and rebuilt the regional growth engine around productive distribution. South regional turnover grew from ₹200 Cr to ₹550 Cr, edible oils from 150 to 1,300 MT a month, vanaspati from 800 to 1,200 MT a month, and PAV from ₹8 Cr to ₹20 Cr. The operating principles from this period were later codified into G.R.O.W.T.H. OS™.
Edible oils 150 → 1,300 MT/month
53,000 outlets in 8 months
PAV ₹8Cr → ₹20Cr
Best Region Award 2015 & 2016
G.R.O.W.T.H. OS™ — All Six Pillars
02
₹50L Recovered
in 90 Days · Zero Marketing Spend
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: field audit, inventory triangulation, and outlet-level sell-through verification across the territory. Diagnosed the warehousing fraud 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.
Fraud 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
03
<15% → ~70%
Sell-Through in 3 Weeks
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 rose to about 70% in 3 weeks. Secondary orders grew ₹50 lakhs in 90 days.
<15% → ~70% 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
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
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?
R
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?
O
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?
W
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?
T
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?
H
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."
Codified from operating experience: a ₹10 Cr → ₹25 Cr consumer business (Avinja) and South regional turnover grown from ₹200 Cr to ₹550 Cr (Bunge India) · G.R.O.W.T.H. OS™ v3.0
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.

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
Ongoing
Retained Advisory
12 Month Retainer
Ideal For
  • Family-owned businesses adding commercial discipline
  • Growing brands needing strategic oversight
  • Leadership teams that need a thought partner
  • Businesses building toward institutional readiness
Deliverable: Monthly operating reviews, board reporting design, leadership coaching — sustainable commercial excellence without full-time CCO cost
Strategic
Board Advisory
Ongoing · Flexible
Ideal For
  • Listed and PE-backed companies seeking independent commercial voice
  • M&A commercial due diligence
  • Strategy and audit committee participation
  • Governance framework design
Deliverable: Independent oversight, strategic guidance, commercial risk governance — with IICA Certified Independent Director credentials

Also Open to Senior Corporate Roles

For the right organisation — where commercial transformation is a strategic priority and the mandate is genuine — I am selectively open to full-time and interim leadership positions. The same G.R.O.W.T.H. OS™ rigour, applied from inside.

Chief Commercial Officer Commercial Director VP Sales National Sales Director BU Head Interim CCO
Available
Immediately
Interim CCO: Q4 2026
Retained Advisory: Open Now
India · GCC · Europe
Contact

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.

✉
📱
Phone / WhatsApp
+91 78420 27432
in
📍
Location
Hyderabad, India · Open to India · GCC · Europe

Start a Conversation

Tell me what you're trying to solve. I'll respond within 24 hours.

₹200→550 CrBunge South Turnover
53,000Outlets in 8 Months
10 → 500 MTNature Fresh in 6 Months
45 in 45Distributors · Tata Chemicals
17%ITC Tobacco Category Growth
₹50LRecovery in 90 Days
₹10→25 CrAvinja Consumer Business
IIM-B · IICACredentials
25 YrsFMCG Leadership
Available NowOpen to Roles & Engagements
₹200→550 CrBunge South Turnover
53,000Outlets in 8 Months
10 → 500 MTNature Fresh in 6 Months
45 in 45Distributors · Tata Chemicals
17%ITC Tobacco Category Growth
₹50LRecovery in 90 Days
₹10→25 CrAvinja Consumer Business
IIM-B · IICACredentials
25 YrsFMCG Leadership
Available NowOpen to Roles & Engagements