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Leadership review
Pranav Chandra
Chief Operating Officer · India · Global perspective
Turning enterprise ambition into dependable execution.
Open to
- Board appointments
- Advisory roles
- Speaking invitations
Highlights
The year, and the years before it, at a glance.
97.6%
On-time delivery
Up from 81% across the network
₹1,150 Cr
Cost removed
Without reducing service quality
64
Sites run
Plants, warehouses and service centres
−48%
Safety incidents
Over three operating years
A letter from the chief operating officer
Dear reader,
Operations should make dependable delivery repeatable. I make ownership and constraints visible, listen to frontline evidence and improve the whole workflow rather than optimise one function at another's expense.
I help organisations deliver on the promises they make to customers. My work connects operating design, frontline capability and performance discipline so that growth can be supported by a dependable business.
Pranav Chandra
Chief Operating Officer
Strategic priorities
Where I focus my leadership.
02
Service delivery
03
Supply chain resilience
04
Performance improvement
Performance
What the priorities delivered.
Priority outcome 01
Operating model redesign
An organisation had grown through local improvisation, leaving hand-offs between commercial and delivery teams unclear. I mapped the end-to-end workflow with team leaders, assigned ownership at the points where work crossed functions and established a shared escalation routine. The redesign made service commitments and capacity decisions part of the same conversation.
Priority outcome 02
Delivery reliability
Delivery teams were responding to recurring exceptions as if each were new. We separated demand variation from avoidable process failure, reviewed the causes with frontline colleagues and gave recurring issues a named owner. The operating review shifted from reporting yesterday's misses to removing the conditions that produced them.
Priority outcome 03
Productivity and quality
A productivity programme risked moving costs from one function to another without improving the customer outcome. I introduced end-to-end measures alongside local targets and tested changes in a contained operating unit before wider adoption. Quality, workload and service reliability remained visible throughout the decision.
Year in review
A career, chapter by chapter.
- 2020 — Present
Chief Operating Officer
Aldermoor Group
Leading enterprise operating performance, delivery reliability and capacity decisions. Connecting commercial commitments with the processes, resources and accountabilities required to fulfil them.
- 2016 — 2020
Vice President, Operations
Fairhaven Holdings
Managed operating teams through process redesign and service improvement. Built an end-to-end view of quality, productivity and customer outcomes across functional boundaries.
- 2012 — 2017
Vice President, Supply Chain
Harrow & Vale Industries
Redesigned a fragmented supply network into three regional hubs, improving service and resilience at once.
- 2006 — 2012
Plant Director
Calder Logistics
Ran the group's largest site and learned that operating discipline begins with the people closest to the work.
Governance
Board and committee service.
Current appointments
Harrow & Vale Industries
Independent Director
Operations & Safety (Chair) · Risk
2023 — Present
The Manufacturing Skills Council
Advisory Board Member
Workforce Development
2020 — Present
Committee experience
- Operations & Safety
- Risk
- Workforce Development
Stakeholder voices
What those I have served alongside say.
Turns ambition into an operating system people can actually run.
Safety, service and cost improved together. I had not seen that before.
Outlook
Perspectives on what comes next.
The hand-off is often the operating problem
Functions can meet their own targets while customers experience delay between them.
Read the essayCapacity is a commercial conversation
Demand commitments and delivery capacity belong in the same discussion.
Read the essayProductivity without a quality blind spot
A local cost improvement can create rework elsewhere or move effort to the customer.
Read the essayRecognition
Awards & honours
- Operations Leader of the YearThe Operations Excellence Awards2024
- Supply Chain Resilience AwardCapital & Governance Quarterly2022
Media
In the news
The Operations Excellence Journal · 2025
“From 81% to 97% on-time without a single new plant”
The Boardroom Review · 2024
“What boards should see in an operations review”
The Leadership Ledger podcast · 2023
“Episode 109 — Keeping the promise to customers”
An invitation
Looking ahead with Pranav.
Board appointments, advisory mandates and conversations about the decisions ahead.
Open to
- Board appointments
- Advisory roles
- Speaking invitations
office@pranavchandra.example