Pradeep Reddy

Develop new business for SAP S/4HANA digital transformation and website development services, from first contact and pitch to proposal. • Run outbound acquisition: prospect research, targeted email campaigns and appointment setting with decision-makers for service pitches • Lead digital marketing for IT, consulting and insurance services: online campaigns, social media and lead generation. • Support senior management with agenda preparation, stakeholder coordination and SAP MDG project tracking

Built and now lead a new team of 8 freelance sales partners for insurance and financial services (ERGO), starting from scratch after arriving in Germany. • Recruited, onboarded and trained the team on products, sales processes and digital tools, in person and virtually. • Generate leads for insurance, investment plans, personal loans and home loans, closed together with senior advisors. • Hold German §34c GewO (real estate) and §34d GewO (insurance intermediary) licences.

Raised exchange and retail penetration from 18% to 26% within 2 months, increasing dealer profitability by 40%. • Expanded the used-car outlet network by 25% in 2 months; negotiated strategic partnerships with dealers and brokers • Owned budgets for digital marketing, local activities and social media ads; managed the full lead funnel from enquiry and walk-in to booking and retail. • Led digital transformation of the exchange process. • Breakthrough Thinker Award (Mahindra, Q3 FY24) for scaling retail.

• Delivered sales and service training for dealer teams of Yamaha, TVS, Tata and Hyundai. • Supported dealer operations: P&L monitoring, recruitment, accounts, marketing and customer relations. • Introduced CRM tools and automated contact systems, improving pre-sales efficiency by 15%. • Project manager on the Kia plant construction project with Hyundai Engineering & Construction (HEC) and KOBIS: monitored safety, execution, operations and procurement.

• Increased market share by 40% (≈ 400 additional units per month) through channel sales strategy. • Expanded the dealer network from 12 to 17 in 4 months and sub-dealers from 24 to 75 in 6 months. • Led sales and production planning, including dealer floor funding for wholesale; achieved 7% business growth through new sales and marketing strategies.

• Area Sales Manager, International Tractors (2013–2014): grew market share 18% year on year; built relationships with dealers, financiers and key accounts. • Area Sales Manager, Royal Enfield (2007–2012): led network expansion, channel sales and dealer staff training; reported to senior management for planning. • Sales Coordinator, Mahindra Swaraj (2012–2013): trained dealer teams, monitored DMS data and sales KPIs, and drove PDCA action plans.