Schneider Electric had built a strong retail-driven model where customers could discover nearby electrical retailers through Google My Business (GMB) and directly initiate inquiries.
At a surface level, the system appeared to be working. Leads were coming in, retailers were receiving calls, and demand seemed active.
But once you looked closer, the cracks were obvious.
Schneider Electric
When Innopay reached out, nothing was technically “broken.”
That was the problem.
Campaigns were running.
Posts were going live.
Money was being spent.
But none of it was moving in the same direction.
When I worked on Piramal, my job wasn’t exciting.
It was mostly getting things done. On time. Every single time.
I was managing their social media pages and handling website updates.
On paper, it sounds basic.
In reality, it meant:
- no room for errors
- no missed timelines
- no “let’s fix it later”
Because when you’re working with a large brand like Piramal, everything is visible and everything matters.
At Eridium, I worked as an Account Manager responsible for handling multiple brands simultaneously.
Account management is often perceived as a coordination role. But in practice, the scope is far broader. Because the role sits at the intersection of:
- strategy
- execution
- communication
- stakeholder alignment
Across brands, this complexity compounds
Annamrita Foundation is an NGO focused on food distribution and nutrition, working at the grassroots level to deliver impact where it matters most.
As an Account Manager at Eridium, I was responsible for managing Annamrita’s complete digital presence across:
- Website
- Social media
- SEO
for over 18 months.
This wasn’t a role of passing information between teams.
It required owning execution end-to-end.
