Gulshan Kumar

• Leading end-to-end client engagement and operations across multiple locations ( J&K, Himachal, Punjab, Haryana & Rajasthan ) • Managing large-scale workforce planning, deployment, and fulfillment. • Driving SLA adherence, quality, and operational performance. • Leading cross-functional teams across Operations, Recruitment, Supply, and BGV. • Managing client escalations, stakeholder communication, and governance. • Monitoring operational KPIs, productivity, and cost optimization. • Driving manpower forecasting and pool-building strategies. • Ensuring compliance with client processes and audit requirements. • Leading RCA, CAPA, and continuous process improvement initiatives. • Mentoring teams to enhance performance, accountability, and business growth.

Leading client engagement and workforce management across North India and Pan-India projects Managing multiple clients and concurrent projects with a focus on service excellence and delivery efficiency Heading geographically dispersed teams across Rajasthan, Punjab, Haryana, Himachal Pradesh, and Jammu & Kashmir Driving end-to-end talent lifecycle, including BGV (Background Verification) and CRC (Candidate Reference Check) for quality and compliance Building and mentoring high-performing teams to achieve operational and client success Delivering strong business impact with 211% growth in FY 2023–24 (North 3) and 324% growth in North 4 Strengthening client relationships through proactive engagement and continuous process improvement

Led operations across Jaipur, Ajmer, Jodhpur, Udaipur, Kota & Bharatpur Managed and deployed a 150+ member cross-functional team Oversaw multi-venue execution and event readiness Directed athlete & VIP accommodation logistics Ensured VIP movement and safety coordination with authorities Delivered seamless execution of a high-profile national event

• Managed operations for 249 vendors across North India, enhancing dock check efficiency and reducing D2S time. • Increased pallet utilization from 183.4 to 270 and capacity from 350 to 550 per pallet through effective dock management. • Streamlined inwarding processes, achieving a TAT of 6 hours for GRN and 24 hours for product putaway. . Damage control reduced to 1.6 % from 7% for top FSN with kiazen and lean methodologies

* Managed end-to-end administrative operations, ensuring smooth functioning of organizational activities in a disciplined and high-pressure environment. * Led workforce planning, manpower deployment, shift scheduling, attendance management, and personnel administration. * Supervised facility management, infrastructure maintenance, housekeeping, security coordination, and asset management. * Coordinated logistics, transportation, procurement, inventory control, and vendor management to ensure operational readiness. * Ensured compliance with organizational policies, SOPs, safety standards, and maintained accurate MIS reports and administrative documentation. * Collaborated with cross-functional teams and senior leadership to execute operational plans, official events, and resolve administrative challenges efficiently. * Led teams through mentoring, performance monitoring, employee welfare initiatives, and continuous process improvements to enhance operational efficiency and service excellence.

Increased vendor collaboration to ensure best practice utilized for higher efficiency and coordination. Established positive and effective communication among unit staff and organization leadership, reducing miscommunications and missed deadlines Identified and resolved unauthorized, unsafe or ineffective practices Set, enforced and optimized internal policies to maintain responsiveness to demands Devised processes to boost long-term business success and increase profit levels Employees management Logistics operations Administration facility management & productivity increased by 29% Implemented process improvement to shape organizational culture, optimize procedures for higher efficiency and help company evolve and grow. Updated and resolved incidents and managed accessorial charges objectively while maximizing profit. Observed each employee's individual strengths and initiated mentoring program to improve areas of weakness. Launched staff engagement, gender diversity and cultural programs in addition to robust reporting tool that increased operational .

Worked as a Project officer while leading a team of 15 members staff of Commonwealth games at Jawahar lal nehru stadium with core responsibility of communication & security . Management of communication & Sports department . * Represented Indian Air force and led a team of 11 members for smooth alignment of communication channels with security networks collaboration. * Security breaches checks from Jawahar Lal Nehru stadium to nearby areas of vicinity with proper location checks & its records.