Sunil Jesso

• Currently managing 2000 workstations across 45 sewing lines with a $50 million yearly turnover.
• Serving UK-based clients, including Matalan, Sainsbury, Primark, Next, and Tesco, with a monthly capacity of 1.2 million pieces
• Produced 20–22 million minutes per month at a 65% average efficiency.
• Maintained the operating cost at $1.1 million in order to break even on a monthly turnover of $5 million.

Bangalore Region

• Managed 4,200 machines in 5 factories, generating an annual revenue of $65-70 million.
• Ensured profitability by meeting budgeted conversion costs, improving plant efficiency, and managing rising input costs.
• Monthly capacity: 1.2 to 1.5 million pieces at a targeted operating cost of $1.75 million.
• Achieved SAM targets of 25–30 million minutes across 80 sewing lines.
• Focused on customer satisfaction through quality, cost, and delivery; maintained OQL at 2% or less with zero Final Inspection failures.
• Directed Skill Improvement and competency building training initiatives, collaborating with HR to facilitate the onboarding of new operators
• Drive continuous improvements for cost reduction, output increase, and compliance.

NCR Region (April 2017–Sept 2018)

• Managed 2,800 machines across four factories in Noida, overseeing the production of 1 million units each month..
• Managed 22–24 million SAM production, ensuring capacity utilization, proper product allocation, and cost efficiency.
• Handled a $50-55 million annual turnover from 60 sewing lines, targeting a monthly operating cost of $1.4 million and an SMV cost of 6 cents or less.
• Managed an embroidery unit with 38 machines (684 heads) and a monthly capacity of 9–10 billion stitches.

• Managed Operations: Led a 1,500-machine plant producing high-fashion garments for brands like Tommy Hilfiger, Zara, and H&M, with an annual turnover of $25–30 million.
• Team Leadership: Supervised 200 staff and 3,000 workers, optimizing 3.5 million machine hours and 7 million man-hours annually.
• Production & Efficiency: Achieved 11–13 million SAM monthly with 40–50 design changes, maintaining a 99% on-time delivery rate, and shipping 20 million pieces over six years.
• Department Oversight: Managed centralized cutting (500,000 units/month), embroidery (8 billion stitches/month), and washing (1 million pieces/month) operations.
• HR Collaboration: Enhanced HR by focusing on training, team building, and retention, transitioning the department from a traditional to a transformational role.
• Process Optimization: Worked with PPC to align style complexity, SAM, and output targets, ensuring smooth production and timely deliveries.
• Cost Management: Partnered with Finance & Audit to control overheads, meet cost targets, and lead waste reduction initiatives, preparing the plant for lean manufacturing and ensuring compliance.

• Managed Operations: Oversaw a 1,200-machine capacity double-shift plant, producing for renowned global brands and increasing capacity utilization by over 75% through the vertical implementation of two shifts.
• Efficiency Metrics: Achieved an average machine efficiency of 55–60% and a manpower efficiency of 45–50%, surpassing the Indian industry average.
• Team Training and Cost Management: 180 employees were trained and motivated to break even on CMT component operating costs, with Section In-Charge establishing daily minimum targets to meet operating expenses.
• Skill Matrix Development: Created a skill matrix to optimize skill mapping, balancing the allocation of over 2,800 workers across sections and shifts for better productivity.
• Resource Allocation: Managed the allocation of 2.5 million machine hours and 6 million man-hours annually, monitoring machinery and manpower utilization to reduce costs and increase output.
• Efficiency Targets: Coordinated with Industrial Engineering to achieve a machine efficiency target of 65–68% and a SAM cost of Rs 2.50 during peak productivity months, using lean operation strategies aligned with GSD values.

• Coordinated with Merchandising and Manufacturing: Facilitated seamless communication between merchandising and manufacturing teams for all products shipped under the "Gap" brand.
• Expertise in Product Range: Acquired extensive experience managing a diverse range of styles, ensuring effective handling and execution.
• Implemented Quality Systems: Played a key role in the rollout of the Quality Empowerment System introduced by Gap in 2001, enhancing product quality and compliance.