Owning an ₹80Cr+ monthly P&L at Aknamed

The short version

Ran end-to-end supply chain and warehouse operations for Aknamed, PharmEasy's business-to-hospital entity, with full P&L ownership and an organisation of 600+ people, restructured to approximately 430.

The challenge

A high-volume, low-margin B2H business where working-capital efficiency, stock visibility and SLA adherence across 21 warehouses decided whether growth was profitable.

The work behind it

• Owned the P&L end to end, with a performance-governance cadence across supply chain, warehousing and finance.
• Migrated 21 warehouses to a unified WMS/ERP with product and engineering — business requirements, process mapping, rollout sequencing and post-launch stabilisation.
• Ran leadership reviews and dashboards on growth, unit economics, service performance and execution risk.
• Managed enterprise relationships and service governance for Roche and Cipla in the Patient Assistance Program.
• Focused the organisation on margin and working-capital levers rather than top-line alone.

What changed

• Same-day delivery SLA improved from 76% to 92% and operating costs fell 16%.
• Tighter working-capital efficiency across ₹76Cr of inventory.