About Dibyendu Mukherjee Dallas

Dibyendu Mukherjee Dallas is an accomplished professional services leader (MBA, PMP, M.S., Six Sigma Greenbelt) with more than 20 years of experience in Artificial Intelligence-driven Product Development, B.I., Analytics, Mobile Solutions, Trade Promotion Management and Optimization, E.A. Solutions, Global ERP Implementations, M&A, and Program Management. He has shown exceptional customer relationship management, collaboration, leadership, influence management, organizational, communication, and presentation skills.

The goal of Dibyendu is to help a leading company with a culture of proactive analytics and digital technology develop more immersive A.I. solutions that can be quickly adapted and help make important strategic decisions. To do this, he will use its years of experience turning business needs into intelligence and generating revenue and profit year after year.

He is in charge of all aspects of product management, including visioning, prototyping, marketing, pricing, and analyzing the competition. Using AI/ML techniques as part of a data science-driven decision framework to change the way the organization gives clients insights.

Dibyendu is giving clients the ability to run offers that maximize their trade spending, give them a big return on their investment, and help them grow year over year.

He is in charge of the digital transformation strategy, which uses the Mind-to-Machine, Product-to-Platform, and Core-to-Crowd paradigms to change the way the company works and set it up for growth and efficiency. Dallas, Texas, Symphony Retail A.I. 2016 to 2020 AI-driven promotion evaluation and planning solution for retail grocery clients with sales between $10 billion and $60 billion around the world. Customer Decision Tree solution to help category managers define in-store assortments that lead to repeatable planograms for retail grocery clients with sales between $8 billion and $12 billion.

He is keeping his promise to the customer to help increase sales by 2% or more through the use of AI-enabled, role-specific solutions that cover the entire retail value chain. He does this by setting the vision for world-class products.

Dibyendu Mukherjee Dallas made the company a leader in retail intelligence by working with the CMO and P.R. Executives to market the products and by being the lead evangelist at conferences, online forums, and printed publications. This led to $20 million in sales bookings in 2019.

He put in place a standard set of operating procedures for doing research, design conceptualization, prototyping, and product development in collaboration with all product owners to take advantage of $25M in opportunities.

Finding and improving products that are different from those of our competitors so that we can keep our promise to our customers of AI-enabled breakthrough innovation that sets up retailers for long-term growth.

Dibyendu made it possible for customers to start using his products within 30 days by making products that can be changed based on the user's preferences and that use artificial intelligence. He also made sure that the products were integrated with upstream and downstream category management functions so that the business could run smoothly from beginning to end.

He gave insights on the go by putting sales and promotion intelligence (evaluations and suggestions) on a single platform: CINDE (Conversational Insights and Decision Engine) on desktops and mobile devices.

We made an extra $50 million by putting Promotion Evaluation Insights to work for six clients: three in the U.S. ($12 billion to $60 billion in sales), one in Italy ($6 billion in sales), one in the Netherlands ($8 billion in sales), and one in Thailand ($3 billion in sales), as well as by putting Promotion Planning to work for two U.S. clients ($12 billion to $60 billion in sales).

Set up a chance for the company to make $25 million in sales by leading many proof-of-concept and pilot tests of products at potential customers with sales above $5 billion.

From 2009 to 2016, PEPSICO Inc. in Dallas, Texas, delivered a SMACS (Social, Mobile, Analytics, Cloud, Sensors)-driven innovation strategy that identified leading edge and emerging technologies that lead to growth and productivity and can be integrated with existing and future capabilities in a cost-effective and sustainable way. The world's biggest maker of quick snacks, foods, and drinks, with 185,000 employees and a market value of $65 billion.

Dibyendu Mukherjee Dallas is the Director of Sales Technology, Innovation, and Analytics for Frito-Lay North America. He made it possible for zone sales leaders to make $15–20 million a year by leading the implementation of RFID technology to measure the execution rate of point-of-sale display units at more than 500 retail stores. • Led the deployment of Image Recognition technology to track in-store conditions like planogram compliance, out-of-stocks, and share-of-shelf, which led to a $2.4M/year increase in sales in the test market.

By managing the deployment of iBeacon technology at 50 retail locations to make the most of the time the frontline sales force spends in stores, Mukherjee increased productivity by about $2 million per year. • Created an analytics strategy for the whole organization to figure out how to spend $10 million on I.T. to meet business needs for data visualization, trend analysis, and figuring out what the best next step is, taking both current and future capabilities into account.

He made sure that Frito-market Lay's share went up 1% and customer growth went up 2% by leading the delivery of IRi Mobile Category Dashboards so that Executive Committee members could make decisions faster and better.

Dibyendu gave zone and district sales leaders the best actions to take in-store each week by delivering Mobile Analytic Dashboards that showed trends and correlations between service by sales reps and growth. • Enabled key account managers to grow the category, close gaps, and gain incremental sales of >1 bps by managing the delivery of Mobile Interactive Dashboards powered by a predictive analytics engine.

By managing the delivery of in-store metrics like revenue, volume, and profitability, which are used by customer teams to make "turn-key sell decks" for customer meetings, Mukherjee helps account managers save 8 hours a week on their work. Manager in charge of advanced analytics

Mukherjee put in place a plan that validated and improved PepsiCo's Customer Team at Target's existing forecasting model. He also drove the collection of IRI data and ran it through SAS to create a preliminary model that predicts sales and volume with 15% more accuracy.

We got, looked at, cleaned up, and calculated the retirement rates for the baby boomer population. This will help the PepsiCo Human Resources department set recruitment priorities for the next ten years. Manager of the Corporate CIO Office

Dibyendu Mukherjee gave PepsiCo Customer Teams a strategic plan for supporting them by putting together what representatives from Kroger, Target, Wal-Mart, Safeway, 7-Eleven, Costco, and Dollar General had to say.

As part of the PepsiCo President's Digital Asset Management initiative, he led the digitization of Brand Books for Tropicana, Quaker, Doritos, Quaker, and Pepsi. Brand Books will be available on iPADs through the PepsiCo App Store.

As part of the CFO's plan to increase the company's net revenue, a Trade Center of Excellence was set up with the goal of giving divisions the people, processes, and technology they need to get a better return on their trade spending.

Partnered with divisions to change business processes and test and implement trade promotion management and optimization tools as tactical steps to reach their strategic goals.

Dibyendu made the CoE work by getting high-performing Microstrategy talent from vendor partners and setting up a 24x7 follow-the-sun development and production support model to deliver cost-effective reporting and analytics on PCs and mobile devices. The blended model is expected to save $0.25 million per project in the future. • Made a world-class baseline support model for Microstrategy projects by streamlining processes and making governance and accountability a permanent part of the CoE. This helped save more than $1,000,000 a year.

Dibyendu Mukherjee Dallas oversaw the execution of many Microstrategy projects for business leaders across the company. He managed the application teams directly and made sure they worked well with business liaisons. MOTOROLA Inc., based in Chicago, Illinois, was a $30 billion, 65,000-person telecommunications company that did business in more than 60 countries from 2000 to 2009. Sr. Manager Global Implementation Networks Sector: • Led on-site implementations of the order management, shipping, and distribution modules of ERP systems to achieve business process automation for the order-to-cash initiative at distribution centres and factories in China, India, the United Kingdom, and the United States to meet the organization's tactical needs.

• Led a team of 25 people during a $5 million, 12-month ERP implementation project to update the existing ERP application to fit Motorola's long-term business model.

• Digital Certification: MIT Sloan Digital Business Strategy: Using Our Digital Future

• PMI's PMP stands for Project Management Professional.

• MBA in General Management from the Keller Graduate School of Management at DeVry University in Chicago, Illinois, USA

• PhD (Dissertation Due): Structural Engineering, Vanderbilt University, Nashville, TN, USA

• Master of Science in Civil Engineering, University of Tennessee, Knoxville, Tennessee, USA

• Bachelor of Science in Civil Engineering, Jadavpur University, Kolkata, India

• As Business Development Manager for PepsiCo Asian Network, he got a local movie theatre and ten restaurants to serve Pepsi (2011-12)

• Drove to a Big Brother and Big Sisters event to raise money; (2009, 2010, 2011, 2012)

• Helped build homes for low-income or homeless families through Habitat for Humanity (2010)


• The Institute for the Data Warehouse

• Institute for Promotion Optimization

• Tech for Consumer Goods

• PepsiCo Network in Asia

• Project Management Institute

• The Asian Business Council of Motorola

• National Civil Engineering Honor Society Chi Epsilon

• Chairman's Award: For bringing in more than $250 million in new business by working with the sales team (2012)

• Award of Excellence: This is a reward for doing a great job creating a BI-Microstrategy COE at PepsiCo (2011)

• Performance with Purpose Award – Given for leadership in promoting diversity and inclusion in business development (PepsiCo - 2011)

• Certificate of Merit: Motorola's design for shipping, packaging and distribution was a big step forward (2000)

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