Satya Kumar G.V.

L
Mobile: 9004499000
Email : drmmmct@gmail.com

Indian Institute of Technology, Madras Chennai, India

Bachelor of Technology in Electronics and Communications June 1986 – May

1990

 Cumulative Grade Point Average of 8.41 out of 10

Melbourne Business School Melbourne, Australia

Masters in Business Administration Jan 2004 – May

2005

 Recipient of Booz Allen Hamilton Award for academic excellence in Semester II

 GMAT Score : 720 with 98.4 percentile

EXPERIENCE and ACHEIVEMENTS

Divisional Railway Manager, Mumbai Division, Western Railway

Nov 2019 – Oct 2022

 Responsible for ensuring safety, optimizing operations; maximizing revenues over

Rs 3300 cr p.a and growing business in Mumbai Division of Western Railway, which carries
over 3.5 million passengers every day and spreads over 610 Route Kms, employing over
23000 employees.

 Grew freight revenues of freight by over 80% to Rs 110 Cr in FY 2020; achieved the highest
Non-Fare revenue on Indian Railways of Rs 85 Cr in FY 2020; completed crucial capex
projects like 15 car works; and achieved a capex growth of over Rs 650 cr (+30% y-o-y) in
FY 2020 and held the #1 position in KPI ranking for Divisions with workload above 300 in FY
2020-21.

 Reorganized geographical jurisdictions of field staff, by harmonizing jurisdictions and

attempted at leveraging common resources across departments; developed a Unified
Command and Control Centre which among other things developed visual analytics on
cross functional performance metrics for optimizing overall Divisional performance.

 Implemented two AI based predictive maintenance projects – for loco brake block inspection
at Mumbai Central and another a comprehensive loco external inspection system at Bandra
Loco shed

Executive Director, Strategic Planning Railway Board, Indian Railway

 Nov 2017 – Nov
2019

 Responsible for long-term strategic planning on the Railway.

 Headed a Cross-Functional Team of Executive Directors of the Railway Board and

submitted a “Strategic Blue Print for Indian Railways:2030” in March 2019

 Headed a Cross-Functional Team of Ports and Railways to suggest steps to debottle-neck

freight operations in the Port sector and drew clear Implementation Plans – Port wise in
January 2018

 Coordinated a comprehensive exercise for revision of yardsticks of all core departments

within the Railway, which finally led to the issue of revised yardsticks in the first phase
during September 2019.

 Formulated a strategy paper on “Manpower Strategy for New Infrastructure” in June 2019
and issued to all Railways.

 Developed a comprehensive data-driven and evidence based strategy formulation kit.

 Coordination with RITES for development of a National Rail Plan – work completed in FY
2019-20.

Executive Director, Perspective Planning Railway Board, Indian Railway

June 2016 – Nov 2017

 Responsible for monitoring at Railway Board for all aspects of the Dedicated Freight
Corridor Projects –construction, operational and financial aspects.

 Formulated a highly data-driven and case study based, “AS-IS” report on DFC to CRB and
suggested a time-bound Turn-Round Plan and the Way Forward.

 Formulated a “Blue Print” for Indian Railway on the way forward after Commissioning of the
DFCs.

 Intense monitoring of the DFCs and escalation of issues to the highest level in a “truthful”
manner led to considerable action, especially on the RUB front on NCR. From a level of
ZERO the number of RUBs has gone upto 26 in one year.

 Headed a Committee to evaluate the “Three New DFCs” and submitted the report to the
Board in three months.

Deputy Chairman/Chairman Visakhapatnam Port Trust, India

October 2009-October 2014
 Viskhapatnam Port was the largest Port in India by volume handled in the period 2001-2007.
But, over the years its market share declined and was under severe competitive threats from
the neighboring Ports. Especially the Private Ports viz. Gangavaram, Krishnapatnam,
Dhamra which came on stream by December 2008 with multiples of capability both in terms
of handling larger ships and multiplier rates for handling cargo posed a severe competitive
threat.

 Reducing unit cost of operation and up gradation of water depths and handling capabilities;
providing seamless connectivity by road and rail were thus imperative.

 Modernization of the 80 year old Port was thus inevitable for its survival.

 As Vice-Chairman of the Port was the project leader for the Project Monitoring Unit for
Infrastructure projects – 3 projects of Deepening of Channels (Dredging) – Rs 478 Cr;
5 Projects for development of New Berths with mechanization – Rs 1456 Cr; 3
projects of Upgradation/Mechanization of existing berths – Rs 1506 Cr; 5 projects of
other capacity enhancement works – Rs 325 Cr; 3 Road and Rail Connectivity
projects of Rs 460 Cr. 8 of these projects were taken up on PPP mode. 7 of these PPP
projects were started from RFQ stage and all LOAs had been issued, through a mechanism
perfected through a rapidly pro-active, learning curve.

 DBFOT Model was followed in the PPP projects, with structures of Independent
Engineer/PMC being followed. However Internal monitoring mechanisms through
encouragement of timely escalation of issues and resolution of the issues, by balancing
immediate growth with long-term sustainability, no issue went unresolved on the same day.

 Strict timelines were adhered to and have the proud distinction of the Port having had a
Brownfield transformation of its Prime General Cargo Berth, which underwent
mechanization on a PPP mode being commissioned by April 2013, complete with Cape
Handling, 4500 TPH discharge on ship side and rapid-loading silo system for rail, with RFP
issued in Feb 2010.

 The capacity of the Port rose from 63 MTPA in 2009 to 111 MTPA by 2014, through
implementation of crucial projects.

 Apart from the above capacity augmentation works of over Rs 4300 Cr, during the period
we undertook paradigm shifts in wet- leasing 2 Nos of 50T Tugs, 4 numbers of diesel
locomotives; revising the manning scales, datums and incentives of the employees
involved in shipping and railway activities. Led the talks with the Unions and the trade. Were
the only Port to have developed and implemented a Special Voluntary Retirement
scheme for its employees.

 Undertook Rs 25 Cr. ERP project in 2010 on a QCBS (70:30) mode and infused technology
of GPSs on locomotives, tugs for better monitoring and 34 CCTVs spanning the entire Port.

 Set up a Unified Command and Control Centre (UC 3) for synergizing the various facets of
Port Operations – shipping, railway, environment, road movements, security, etc. Facilitated
NID, Ahmedabad to conduct a three day workshop for design of the UC 3.. The facility was
inaugurated in December 2013.
 Continual customization of Marketing policies on Priority Berthing; Volume Discount
Schemes; Berthing Policies and Plot allocation policies in a dynamically changing
environment was a daily routine.

 Also developed three models of MMLP – one on a JV model with Balmer Lawrie;; the other
on a land-lease model with CONCOR and another as an embedded component in the
PPPs. Phase –I of COCNOR MMLP was commissioned in 2014.

Chief Commercial Manager, Freight Marketing Southern Railway, Indian Railway

March 2015-June 2016

 Applied principles of costing and driven by market surveys, was the first Railway to invoke
Section 32 of Indian Railway Act to propose for station to station rates for Cement traffic
originating in Southern Railway. Approved after Finance Concurrence by GM, Southern
Railway.

 Conceived, coordinated and developed Common User “Walajabad Auto Hub” in Chennai.

 Developed an “Auto-Vision” Road Map for Southern Railway.

.
Chief Safety Officer Southern Railway, Indian Railway
March 2015- September 2015

 Formulated a scheme for self-reinforcing cross-sectional audits within Southern Railway.

 Strived for a “Root-Cause” Analysis of Accidents and developed a data-driven, truthful

culture of reporting; institutionalized Cross-Sectional Safety Audits.

 Updated the Disaster Management Plan overdue by over five years.

 Conducted intensive safety drives and cleared arrears and made them current

Chief Commercial Manager, Freight Services Central Railway, Indian Railway

January 2015-March 2015

 Conducted extensive marketing engagement with customers to elicit changes in policies on

PFTs, OYWS, Co-User systems, EOL, etc.

 Modified tender condition, with the permitted ambit, to maximize leasing potential of Parcel
Vans on the Railway

Sr. Divisional Operations Manager Indian Railway, Waltair Division, India

Jan 2009- October 2009
 Maximized volume growth and streamlined processes to achieve a record originating freight
earning of Rs 2635 Cr (+10.8%y-o-y) in 2008-09.

 Managed the Brownfield works of the 3rd and 4th lines between Kottavalasa-Vizianagaram
and Kottavalasa-Simhachalam North with high density freight operations.

 Streamlined Crew Management System in Waltair area and simplified operating principles to
the field level implementation : e,g mandating simple rules that a freight train shall not be
stabled at a particular station unless the level is escalated, etc.

Sr. Divisional Commercial Manager Indian Railway, Waltair Division, India

June 2008- January 2009

 Made the Division data driven and built in accountability.

 Developed stretch targets and created an enabling environment for execution at field level.

Director, Planning, Railway Board Indian Railway, New Delhi, India

May 2007 – June 2008

 Conceived the first ever “Route-Planning” Initiative on Indian Railway and within three
months of joining produced the High Density Network (HDN) Blue Print.

 Segmenting Indian Railway into 7 major HDN routes along with associated feeders, the
current and future constraints were mapped in a logically sequenced manner and a route-
wise Rs 15043 Cr. Capex was projected. This pioneering work, which won acclaim is
attached as Annexure.

Director, Finance Directorate, Railway Board Indian Railway, New Delhi, India
April 2006 -May 2007

 Collated the revenue, expenditure and operations databases of Indian Railway and
attempted to build a unified IT system complete with Marketing information.

 Gained insights into the expenditure classification systems and the costing mechanisms of
the Railway.

 Conducted a detailed Cost-Benefit Analysis of the two DFC Projects, complete with traffic
analysis, simulation with different scenarios of rolling stock parameters; financing options,
etc. Presented the same in a CTRAM conference in 2007.

 Responsible for design, development and implementation of accounting and financial

reforms on Indian Railway by collating lines of expenditure with physical transportation
parameters.

 Presented a Freight Business Plan for Indian Railway to the Financial Commissioner.
Chief Freight Marketing Manager(i/c) Southern Zone Indian Railway, Chennai, India
April 2003 – Jan 2004

 Responsible for developing the $200 million freight segment, through liaising with industry;
planning the investment budget of $60 million; and for delivering marketing programs
through a team of 18 officers and 26 inspectors.

 Improved overall revenues of zone by 36% (+$72 million) in the period 2002 – 2003 by
setting up focused marketing and sales teams and through innovative pricing.

 Conceived, designed and implemented India’s first “refrigerated rail van” service.

 Conceived and implemented a cost based pricing mechanism, which increased the
“automotive” transport by rail from a market share of ten percentage points during the
period.

 Attended a course on “Strategic thinking and Implementation” conducted jointly by Wharton

Business school and Indian School of Business at Hyderabad.

EDP Manager, Southern Zone Indian Railway, Chennai, India

Aug 2000 – Mar 2001

 Responsible for developing and implementing the EDI network across 16 functional
departments and for transforming the legacy systems into state-of-art technologies.

 Controlled a budget of $40 million.

 Designed and implemented a cross functional MIS.

 Awarded General Manager’s Individual Efficiency Award in 2000.

 Picked up part-time Advanced Diploma degrees in Software engineering, hardware and

computer networking

Senior Divisional Operations Manager, Palghat Division Indian Railway, Palghat, India
August 1997 – Aug 2000
March 2001- April 2003
May 2005 – March
2006

 Responsible for optimal utilization of $180 million assets and for planning an investment
budget of $12 million.

 Direct administrative responsibility for 1600 staff and responsible for ensuring safe, efficient
and punctual freight and passenger train operations over 1200 route kilometers.
 Grew revenues to $35 million (+150%), improved asset utilization by 63%, saving $9 million
(+270%) over the period through focused operating strategies, developing high-level service
teams and instituting effective team based monitoring mechanisms.

 Conducted frequent workshops with staff, supervisors and employees to expose them to
latest developments.

 Conceived, developed and implemented Indian Railway’s first “Computerised train control
charting system”, with full-fledged capabilities of a FOIS. The system ran from 2001 –
2006, before being replaced by an all-India initiative by CRIS.

 Led the Division in achieving annual zonal efficiency shield .

 Awarded the Rail Minister’s National Award in 1999 for individual efficiency

 During the above six year period in three spells, oversaw the entire 330 km doubling project
from Shoranur-Mangalore, as well as electrification of the double line from Erode to
Shoranur. Maintaining punctuality, in sensitive high-density sections of Kerala with doubling
works in progress was a great challenge. Cancellation, Diversion of trains, dealing with
commuter agitations and keeping open a formal and informal channel of communication with
the public was an art, perfected through a culture of openness and sharing.

Divisional Operations Manager, Madurai Division Southern Railway Madurai, India

June 1997 – Aug 1997

 Managed the Divisional freight and passenger operations.

 Achieved a milestone of 10,000 wagons loading in Madurai in April 1997.

 Planned for port based rail-traffic of Sterlite industries, SPIC and the cement cluster around
Tuticorin by suitable infrastructure.

Assistant Operations Manager, Palghat Division Southern Railway, Bangalore, India

Jan 1996 – June 1997

 Managed the rail traffic control centre with 90 personnel and was responsible for safe,
punctual and efficient train operations over 1200 route kilometers.

 Strived for mastering the art of train operations through extensive travel along the centres of
Salem, Erode, Karur, Trichy, Coimbatore, Shoranur, Calicut, Cannanore, Mangalore and
through interactions with Controllers, Drivers, Station Masters, Guards, Train Examiners,
Shunting staff, etc

Assistant Operations Manager, Bangalore Division South-West Railway Bangalore, India

August 1995-Jan1996

 Managed the rail traffic control centre with 90 personnel and was responsible for safe,
punctual and efficient train operations over 600 route kilometers