Aditya Sharma

Relocated to Sydney and took on a commercial role to broaden market and client exposure, leveraging transformation expertise in a new industry. Applied agile account planning and continuous improvement practices to drive growth and align customer needs with strategic solutions

• Developed and engaged 20 key accounts worth >AUD 1.2 million annually; delivered 19% YoY sales growth, outperforming market by 12% through strategic planning and share gains
• Built and nurtured relationships across construction and infrastructure sectors; partnered with technical teams to deliver tailored product, service, and software solutions
• Introduced agile account planning and customer feedback loops; collaborated with product teams to enhance offerings and deepen customer value

• Co‑led a multi‑year transformation across 9 sites and ~1,850 employees. Defined operating model design and roadmaps covering value creation, culture & capability, improvement & change management, and stability & reliability
• Designed and implemented a phased transformation framework and governance model to deliver strategic benefits; aligned plant and function roadmaps to business objectives and established cross‑functional ways of working
• Rolled out scaled agile and lean practices across operations to establish daily work management, scrum-like huddles, and kanban systems; embedded continuous improvement and coaching to cultivate a fail‑fast, learning culture
• Led change management strategy: conducted diagnostic studies and readiness assessments, identified stakeholder impacts, and crafted targeted communication, training, and adoption plans
• Established and led a high‑performing core team of 6 internal consultants and 3 external advisors; facilitated strategic workshops and leadership development programs; coached managers in problem-solving tools, and design thinking to drive process improvement and innovation
• Tracked and reported benefits realisation: developed benefit tracker and dashboards linking KPI cascades from leadership to frontline; ensured 36 teams achieved “Excellence – Level 1” status within the first year and improved key metrics across safety, productivity, cost, quality, delivery and morale (SPCQDM)

• Designed and implemented a transformation program focusing on cultural change, breakthrough improvement, and continuous improvement. Developed new process‑based organisation structure and factory‑within‑factory concept
• Facilitated cross‑functional teams through value stream mapping and Kaizen workshops; deployed Lean tools (5S, Kanban, SMED) and Six Sigma problem‑solving; trained over 200 employees in change management and continuous improvement
• Established continuous improvement centre of excellence, coaching frontline leaders and embedding a benefits realisation framework to sustain improvements

• Led a cross‑geography team with engineers from Italy and the USA to design, build and commission a fully automated manufacturing system for 3.5″ abrasive cutting discs. Achieved first successful production trial within 10 months
• Integrated simulation models (AutoCAD, Inventor, SolidWorks) to optimise throughput and reliability; applied Lean manufacturing techniques to improve productivity and reduce changeover times

• Partnered with civil consultants, project management consultants, architects and contractors to develop technical value propositions for Hilti tools during construction projects in South Mumbai
• Demonstrated technical expertise, supported key account sales, and influenced specification decisions, contributing to double‑digit growth

• Conducted market research and supported development of Voltas's battery‑powered forklifts; expanded dealer network in Mumbai and Goa

• Executed continuous improvement projects in Bosch's quality control department; created real‑time dashboards and reduced testing turnaround time by 14 % through FIFO and Kanban implementation