Yogesh J.

Experience

• 

  Godrej Aerospace

  Jul 2004 - Dec 2004

  Design Engineer

  Do you know how it feels to touch building blocks of a indigenous space shuttle or missile system, that enentually made our nation proud ?

• 

  Godrej & Boyce Mfg. Co. Ltd.

  Jul 2005 - Feb 2008

  Sourcing Engineer

  • Buyer for Sheet metals and sub-contracting services (5M$/Year)• Vendor development, Spend analysis & benchmarking• Led SME vendor cluster initiative with Confederation of Indian Industry (CII) to learn, share and implement best practices across industry to unlock synergies (18% cost reduction in 1 year)

• 

  ExxonMobil

  Mar 2008 - now

  ‘Nobody gets hurt’ was my commitment while a couple of hundred people invest their sweat on the field during construction.Brownfield projects demanded concurrent execution of many activities like business case & scope definition, funding basis, cost & schedule, FEED, detailed engineering, procurement & construction. These activities were spread over multiple teams/locations including overseas. The declaration of success was only possible when these different pieces of collage precisely fit with each other to complete the picture. A tiny overlook amongst EPC disciplines guarantees painful surprises at a crucial project stage posing severe cost & schedule overruns and brings in safety risks. Numerous fancy project management tools like S-curves were handy, though my mentors proved that common sense was most effective of all. As a project manager, I also learnt that I didn’t have to know it all. I just had to find a person who do. This often seems simple but seldom easy. Deploying right person at the right place at the right time is an art.In capital projects, risks are inherent. Risk avoidance is not always feasible while risk averseness sometimes is too costly. Taking risk managed decisions and accepting full accountability was the key to success.Finally, it feels so proud to say ‘I helped build that……’ as the project started delivering it’s purpose flawlessly, before the schedule and well under the CAPEX budget. Show less As Sales person, I felt a great deal of pride in the fact I was helping companies make decisions on products that could make them more efficient. I love to both meet new people and learn new things from people that I've met. I built long lasting relationships, few matured into true friendships.Sales comes with never-ending challenges. I was always looking for ways to be better at prospecting, engaging people, eliminating obstacles, handling complex decisions and beating tough competitors. Every day was a puzzle that needed solving.How can you not fall in love with a job like that? Show less I had to start with knowing our Polyolefins product lines spread across the globe inside-out. Soon I became the vector of communication between Sales, Marketing and Manufacturing with an ability to juggle with loads of numbers.My ability to strike strong working relationships across global functions ensured high quality of inputs to forecasts (product strategy, competitive intelligence, supply chain realities and feedback from those closest to the customer). Mandate was to drive the demand and inventory levels (in other words, to optimize cash flows, revenue and services levels). Confidence in a forecast rises with the amount of information that goes into it, though the accuracy depends upon set of solid underlying 'assumptions'. I did it well !My contribution towards volume management and arbitrage process improvement got me one of the most prestigious awards in ExxonMobil Chemicals circuit, The Global Excellence Award Show less

  • Economics and Energy Advisor, Corporate Strategic Planning

    Jul 2024 - now

  • Business Operations Support Manager

    Apr 2021 - Jul 2024

  • Head of Marketing

    Dec 2017 - Mar 2021

  • Capital Project Manager

    Dec 2014 - Nov 2017

  • Business Development Manager

    Jan 2012 - Nov 2014

  • Demand Planner

    Apr 2010 - Jan 2012

  • Business Analyst

    Mar 2008 - Mar 2010