Arindam Haldar

•Spearheading the sourcing activities while expanding the network of genuine suppliers •Exploring strategic collaboration for metals and minerals from African continent •Guiding and educating the team towards successful execution of deals and handling client accounts •Exploring parallel avenues for revenue generation •Constantly engaging in updating product portfolio as per market demand •Developing a market for biofuel and environmental friendly solutions towards a greener world

An entrepreneur with vast experience and a wide network in multiple industries across countries assisting companies in sourcing raw materials for their production, primarily addressing the requirements of steel , construction and power industries. We buy, for China & India: # Copper , Lead, Zinc - ore and concentrate # Aggregates # Iron Ore # Steam Coal # Chrome Ore / Concentrate # Nickel Ore # Manganese Ore We sell from China : # Mining Equipments / crushers, etc # Met Coke / Nut Coke / Foundry Coke # CPC - Calcined Pet Coke # RPC - Raw Pet Coke # Carbon Raiser # Metal Scrap - HMS / Copper / Aluminium scrap # Anthracite kommoditysolutionsllp@gmail.com

Bulk Construction materials - Aggregates, Limestone, GBFS, Clinkers, Gypsum, Flyash, Petcoke

●leading the sales and marketing team for China, Hong Kong and overseas I joined as the head of sales for mainland China, and the team had three senior executives, all posted in Beijing. My role was created in order to optimize the efforts of the sales team and increase revenue generation while taking care of the P&L of the SBU. The three executives were each responsible for three different verticals namely Iron Ore (the highest contributor), Coal and Ferro-alloy and others. The iron ore import from India was dropping drastically resulting in a sharp decline in business from that vertical. The Ferro-alloy vertical was a nascent one collecting whatever revenue was coming from the initial marketing; also the ticket size was very small due to the nature of the product. The coal vertical was simply ineffective and zero-contributor as neither did the company had any proper testing lab, nor the marketing effort was sufficient. I had to develop an alternative channel which would produce volume in terms of revenue. Coal was the only answer. The southern belt of China imports the most of coal as the transportation of domestic coal from the northern region to the south makes it unviable. Guangzhou could be a base and centre of our marketing activity for coal. Incidentally the executive was also a native from Guangzhou, the very same reason why the previous manager kept him posted in Beijing since he thought he would not be able to monitor the person. This was also adding to the expenses as the company had to provide accomodation and local conveyance for him in Beijing, whereas in Guangzhou he could work staying in his home, driving his own car. I posted him back to Guangzhou. We managed the first breakthrough within one month from one of the largest state owned corporations- GDYD. This success eventually resulted in the company opening its second in China and Coal-exclusive laboratory in Guangzhou. The contribution of the vertical to the SBU was phenomenal in coming years.

Upon joining, I was given charge of BROW- a team of 18, responsible for negotiating and procuring permission from building owners to put broadband fibre cables to enable future sales. This team was further divided under 3 team leaders. One of the team leaders was more successful in closing than others and prior to my joining had the liberty to choose his team members. There was also discrepancy in allocating areas to each team. The incentive was high and as a result the morale of the other two teams was extremely low. I shuffled the team members and created a balance in each of the three teams, and also allocated the geographical areas evenly. This threw a positive challenge and created a balanced team with equal strength. The outcome was a happy and positive team, the number of closures increased rapidly and confidence of every team member was boosted. Eventually, I was given two more teams, Direct Sales and Tele Marketing, making the total team members well above sixty.