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Rohan Mehta
Applied: PMRank #19 of 45 PM applicantssquad_1@pg27.mesaschool.cono phone found01_rohan_mehta.pdf
PM
54
Below the lineSPM
48
Below the linePM rubric (applied role)54.0 / 100Below the line
| Criterion | Score | Weight | Points | Evidence | Rationale |
|---|---|---|---|---|---|
| PM-1 Hands-on logistics operations experience | 3/5 | 30% | 18 | Engineered a demand-forecasting and inventory model that optimized the distribution network, successfully reducing product stockouts by 20%. | Shows adjacent supply chain and distribution network operations experience as a GM, but lacks hands-on freight/logistics operational execution. |
| PM-2 Builds from observed pain; peers adopt it | 3/5 | 20% | 12 | Engineered a demand-forecasting and inventory model that optimized the distribution network, successfully reducing product stockouts by 20%. | Built an inventory and forecasting model to resolve a distribution issue, but there is no specific evidence of named adoption by peers. |
| PM-3 Sole ownership with no layer in between | 3/5 | 20% | 12 | Orchestrated the Manufacturing Value Chain, managing a team to ensure 100% production continuity in a regulated environment. | Demonstrated ownership over a functional operational area as GM, but lacks sole ownership of a dedicated software product. |
| PM-4 Discovery directly with operators | 3/5 | 15% | 9 | leading business solution reviews with leadership to align product capabilities with long-term corporate objectives. | Conducted discovery and solution alignment with executive leadership and CXO buyers rather than frontline operators. |
| PM-5 Candour: kills, post-mortems, owning what went wrong | 1/5 | 15% | 3 | none | Presents a success-only narrative with no mention of kills, post-mortems, or owned mistakes. |
SPM rubric (other role)48.0 / 100Below the line
| Criterion | Score | Weight | Points | Evidence | Rationale |
|---|---|---|---|---|---|
| SPM-1 Hands-on logistics operations experience | 3/5 | 25% | 15 | Engineered a demand-forecasting and inventory model that optimized the distribution network, successfully reducing product stockouts by 20%. | Provides partial and adjacent supply chain and distribution operations experience, but lacks dedicated logistics operations work that visibly shaped later product decisions. |
| SPM-2 Senior-most owner, no one above them in the function | 3/5 | 25% | 15 | Orchestrated the Manufacturing Value Chain, managing a team to ensure 100% production continuity in a regulated environment. | Demonstrates sole ownership of the business operations area while reporting to executive leadership, rather than serving as the senior-most organizational leader. |
| SPM-3 Turns fixes into standing practice | 3/5 | 20% | 12 | Engineered a demand-forecasting and inventory model that optimized the distribution network, successfully reducing product stockouts by 20%. | Built an inventory and distribution model adopted during their tenure, but lacks evidence of an institutionalized practice that persists without them. |
| SPM-4 Judgement under pressure, stated plainly | 1/5 | 15% | 3 | none | Presents a success-only narrative with no hard decisions, failures, or handling of operational crises described. |
| SPM-5 Grows people who then get promoted | 1/5 | 15% | 3 | none | Contains no evidence of mentoring, running 1:1s, or developing team members who earned promotions. |
Rejection draft
draftRedacted CV (exactly what the model saw)
Strategy & Operations Leader | Corporate Strategy | Executive Advisory EDUCATION PGDM (Full-Time) IMT Ghaziabad | 2022 – 2024 B.A. (Hon) Economics Ambedkar University Delhi | 2015 – 2018 PROFESSIONAL DEVELOPMENT & SKILLS McKinsey Forward Program Completed Dec 2025 • Advanced Communication • Conflict Resolution • Strategic Behavioral Frameworks Core Competencies • Corporate Strategy & GTM Advisory • Executive Support & Promoter Advisory • Cross-Functional Workstream Management • Strategic Market Intelligence • Manufacturing Value Chain Optimization • Industrial Strategy & Digital Transformation Decision Support Systems • Financial Modeling • Power BI, Tableau • High-Impact PowerPoint (Storyboarding) • CRM Optimization • Google SEO PROFESSIONAL SUMMARY Strategic Partner to Executive Leadership with ~4 years of experience across the Manufacturing Value Chain, specializing in Corporate Strategy, Margin Optimization, and P&L accountability. Proven track record as a Strategic Enabler to CXOs, having managed $1M+ Enterprise pipelines. McKinsey Forward certified in strategic behavioral frameworks and complex problem-solving. Expert at translating complex industrial and market data into actionable, board-level growth plans and digital transformation initiatives. KEY GROWTH & STRATEGIC ACHIEVEMENTS • Enterprise Strategy: Generated a $1M+ qualified sales pipeline by leading strategic outreach and executive business reviews with CXOs in Enterprise accounts. • Revenue Expansion: Pioneered engagement that drove a 4x revenue expansion in key accounts through strategic solution mapping. • Financial Impact: Led a Data-backed Category Pricing redesign that improved channel loyalty by 21% and increased product margins from 7% to 8.5%. • Market Expansion: Orchestrated the GTM strategy and launch expansion plan for new product lines across Indian and global markets. WORK EXPERIENCE Associate - Strategic Solutions | AntWalk (B2B SaaS Mobility) | Apr 2024 - Mar 2025 • Executive Advisory: Acted as a strategic bridge for high-value firms, leading business solution reviews with leadership to align product capabilities with long-term corporate objectives. • Workstream Leadership: Directed a cross-functional team to execute strategic outreach, managing a high-complexity $1M+ pipeline through executive-level business reviews. • Process Optimization: Streamlined the B2B engagement funnel by collaborating with cross- functional teams to refine value propositions, reducing closure cycles and improving efficiency. • Operational Excellence: Recognized as Top Performer (Q4 2024) for outstanding execution in solution mapping and client engagement. General Manager – Business Operations | Shantinath Enterprises (FMCD) | Jul 2018 - Feb 2021 • Financial Analysis: Performed revenue projections and bank loan evaluations for capital expenditure (machinery) and operating revenue expansion projects. • Operations Management: Orchestrated the Manufacturing Value Chain, managing a team to ensure 100% production continuity in a regulated environment. • Strategic Pricing: Designed and implemented a 3-tier product portfolio with differential Trade Pricing based on local market segmentation. • Problem Solving: Engineered a demand-forecasting and inventory model that optimized the distribution network, successfully reducing product stockouts by 20%. SUMMER INTERNSHIP Brand Marketing Intern, Plant-Based Frozen Foods | BVEG Foods | Apr 2023 – May 2023 • GTM Strategy: Pioneered the Go-to-Market strategy and launch for a new product line, defining value-based positioning and channel-specific pricing. • Market Intelligence: Synthesized competitive analysis and consumer trends to inform a data- driven market and channel segmentation strategy. • Stakeholder Management: Managed production of comprehensive Brand Collaterals and Channel Onboarding Kits for retail and distribution networks. PROJECTS • Digital Strategy – Martech Outsourcing (Consulting) Provided expert consulting on digital engagement strategies, advising on market positioning and audience segmentation to optimize high-budget digital campaigns. • Pricing Strategy – PepsiCo (Academic - Retail Strategy & Pricing Analysis) Designed SKU-specific pricing models and defined market entry strategies for new product lines, aligning with Brand Positioning and margin targets. [REDACTED] [REDACTED] [REDACTED] +91 98202 11345 98202 11345 [REDACTED]-[REDACTED]