Three engagements, worked in full.

Full-funnel ownership of the Bravia TV category across Sony's D2C site (sony.co.in), Amazon, and Flipkart — spanning a complete annual launch calendar from entry-level to flagship, not a single campaign.

The core challenge was to manage a full annual launch cycle across very different product tiers without treating every launch as the same campaign. Each launch needed its own positioning, media emphasis, marketplace coordination, and timing, while still fitting into one coherent Bravia growth plan.

Owned the full funnel for every Bravia launch — media buying planning and budgeting, agency implementation, day-to-day PR and web content, marketplace negotiation, and reporting to leadership across India and Tokyo.

Four tiered launches across the year, each run through the same four-stage funnel: Intrigue → Pre-Consideration → Consideration → Purchase.

• Media buying planning and budgeting, implemented in partnership with the media agency
• Regular feedback loops with Product, Sales, MD Office, and the Tokyo HQ team — reporting and presentations at each stage
• Day-to-day Bravia PR, website changes, A+ Content, and content publication on sony.co.in
• Budget planning across three horizons — monthly, quarterly, and annual
• Direct negotiation with Amazon and Flipkart marketplace teams
• Coordinated with the global tech team via JIRA for sony.co.in's TV pages
• Influencer collaborations, including Vineet Malhotra and Rajiv Makhani
• Maintained ongoing partnerships with the Meta and Google India offices, including attending their industry events
• Agency campaign implementation and optimization, maintaining compliance and brand hygiene standards throughout

The work was designed to create a more disciplined launch rhythm: align the commercial calendar first, define the role of each launch, build the media and marketplace plan around that role, and then review performance at each stage of the funnel. I have intentionally not inserted unsupported sales or efficiency figures here; the case study focuses on the operating model and responsibilities that can be verified from the work itself.

The practical impact was a clearer connection between product launches, retail moments, marketplace activity, media planning, content, and leadership reporting. Instead of running isolated campaigns, the annual calendar gave the teams a shared structure for planning and execution.

Don't start with the media plan. Start with the commercial calendar and the job each launch needs to do. Once the audience, product tier, retail moment, and business objective are clear, the channel mix and creative become much easier to build.

LG's Large Appliance portfolio — washing machines, refrigerators, microwaves, air conditioners — plus TV in the first year, across Amazon, Flipkart, and D2C in India.

The mandate covered a large and competitive online portfolio where growth depended on balancing marketplace visibility, advertising efficiency, conversion, traffic, and commercial budgets across multiple categories. The opportunity was to make those levers work together rather than optimize each channel in isolation.

Owned Amazon and Flipkart advertising and marketplace strategy end-to-end for the Large Appliance portfolio, plus vendor and retail partner management, weekly performance reporting, and cross-functional coordination with MD Office, Sales, and Tech.

• Continuous bid, budget, and keyword optimization across Amazon and Flipkart advertising
• Vendor and retail partner management to expand marketplace visibility
• SEO, SEM, and social campaigns run alongside paid marketplace advertising
• Discount outflow controlled against organizational budget without hurting conversion
• Weekly reporting rhythm (Excel/GA4-based) shared with MD Office and Sales
• Contributed to digital transformation initiatives as a member of the LG Junior Board

Winner, Flipkart Jury Award 2023 — Best Campaign, Wash Category.

Beyond the reported performance improvements, the role strengthened the operating rhythm around online business: marketplace advertising, D2C performance, reporting, partner management, and cross-functional decision-making were brought together around measurable commercial outcomes. I also contributed to broader digital transformation discussions through the LG Junior Board.

The biggest lesson was to protect the link between media efficiency and the wider commercial picture. Better bids alone do not create a better business. Conversion, inventory, discounting, marketplace visibility, traffic quality, and budget discipline have to be reviewed together.

Sleepwell's performance marketing and D2C operations (sleepx.com), across Facebook, Google, Amazon, Flipkart, Pepperfry, and affiliate channels.

The role covered a broad digital operation across D2C, marketplaces, paid media, agencies, inventory, merchandising, and new product launches. The challenge was therefore not simply acquiring traffic; it was coordinating the full commercial funnel while protecting profitability and keeping the brand experience consistent across channels.

End-to-end ownership of performance marketing across all channels and full D2C operations for sleepx.com — from campaign execution to P&L, inventory, and agency management.

• Full-funnel campaign planning across SEM, SEA, email, social, display, and retargeting
• Built relationships directly with category and business teams at Amazon, Flipkart, and other marketplaces
• Managed external media and tech agencies end-to-end
• Developed GTM strategy for new product development (NPD) launches
• Merchandise management with partners — balancing profitability with brand positioning
• Mapped and optimized the full customer funnel across channels and touchpoints
• Ran the P&L for the brand, controlling trade spend within budget
• Tracked and worked to improve brand market share and user penetration
• Inventory planning, stock-to-sale ratio control, and stock liquidation
• SEO for organic visibility alongside paid search
• Cross-functional coordination across Sales, Product, Tech, Logistics, and Customer Care

The role connected performance marketing with the wider D2C and marketplace operation. That meant managing acquisition while also considering merchandise, inventory, P&L, partner relationships, product launches, SEO, and the customer journey. Where historical performance figures are not publicly documented on this site, I have deliberately left them out rather than manufacture numbers.

The practical impact was a clearer connection between product launches, retail moments, marketplace activity, media planning, content, and leadership reporting. Instead of running isolated campaigns, the annual calendar gave the teams a shared structure for planning and execution.

The practical impact was a clearer connection between product launches, retail moments, marketplace activity, media planning, content, and leadership reporting. Instead of running isolated campaigns, the annual calendar gave the teams a shared structure for planning and execution.