Dhiraj Kumar

I managed the full lifecycle of launched products, analyzing performance metrics, user feedback, and market trends to identify enhancement opportunities. I developed and executed scaling strategies, collaborating with partners to leverage strengths, explore new growth avenues, and drive the conceptualization, planning, and execution of initiatives to enhance the program's reach, impact, and profitability.

In addition, I built strong partnerships within these projects, ensuring the alignment of objectives through joint marketing, promotions, and mutually beneficial strategies. I worked cross-functionally with marketing, operations, and finance teams to align program strategies and ensure cohesive execution. I regularly monitored and analyzed key performance indicators, using data-driven insights to refine strategy and make informed decisions.

I led and mentored a high-performing team of five sales managers and 40 asset managers, overseeing operations across 400+ branches in Punjab, Jammu, and Kashmir. In addition, I managed two corporate DSAs for sourcing within the zone, ensuring smooth operations and effective team coordination.

I was key in driving strategic cross-selling initiatives, promoting a range of banking products such as savings accounts and insurance. This helped optimize customer engagement and significantly contributed to revenue growth. Through these efforts, I strengthened customer relationships and delivered impactful results.

As the sales manager for credit cards at one of the leading private banks in India, I led a team of 15 professionals across 25 branches, fostering collaboration and ensuring alignment with organizational goals. I spearheaded cross-selling initiatives for products like savings accounts and insurance, driving increased revenue and customer engagement. I managed and expanded business operations across the region, focusing on growth in the cards segment.

Previously, as a sales manager for credit cards at the second-largest private bank in India, I managed relationships with six channel partners, including three corporate DSAs. I led a team of 25 professionals across 46 branches, promoting a high-performance culture, and pioneered sales strategies to enhance scalability and improve service for defaulting customers.