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Anzal Uvaise
Managing Partner @Vyer.Ai
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WORK HISTORY
Managing Partner @Vyer.Ai
General Responsibilities:• Lead managers in retail wing to boost sales and developed parameters to measure their success.• Set annual sales targets and budgets for firms and conduct meetings to measure progress.• Responsible for managing investors, communicating progress and making sure dividends are passed systematically to investors. • Conduct regular meetings to review targets, provide solutions and support for achieving the same. • Oversee team in designing new showrooms, overseeing construction team and conducting launch.Achievements under TP Group of Companies:• Doubled group’s turnover in 5 years by adding new retail shops, developing new segments and streamlining operations to create profit. Improved operations allows for shoring up of stock levels, increased sales and superior service. • Structured group’s activities into Retail, Distribution, Projects, Online and Logistics wings.• Became the Number One dealer in state for prominent brands like Jaquar, Johnson, Nitco Florim (Italy) and Hindware by introducing culture of promoting and incentivising product stakeholders. Created efficient supply of materials and separate teams to work on reaching set targets.• Reached all-India Number One distributor for Kerovit products of Kajaria for last 4 years. Became largest distributors for brands like Supreme Pipes, Astral, Nitco Florim and Prayag in the state by developing bottom up approach for creating demand for products supported by trustworthy loyalty systems and lean and efficient delivery systems. Resulted in higher profitability for dealers selling these brands.• Built trading partnership with Chinese manufacturers, importing building material from different manufacturers in China and establishing roofing brand called Castello. • Represented the group in all major award functions and annual meetings of major brands.
EDUCATION
Saïd Business School, University of Oxford
EMBA
ABOUT ANZAL UVAISE
Every year, billions are lost to cultural misalignment in M&A. Culture is consistently…
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