Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

With 22+ years of rich experience in the service and retail industry in leadership roles with the Blue-Chip companies and start-ups, my core competencies combine business operations with new business development, which at present strongly complement each other, combining the understanding of B2B and B2C consumers along with on-ground operational challenges and business requirements with real-world use cases.
I have had the opportunity to lead market-entry strategies in Tier 2 and Tier 3 cities, develop franchisee support systems, and implement scalable growth models.
With expertise in understanding consumer behaviour in emerging markets, building high-performing teams, and driving sustainable profitability, I have led multi-channel business operations across industries.

Q2. How has customer relationship management evolved with the rise of digital engagement, memberships, and loyalty programs?

Customer relationship management has undergone a significant transformation with the advent of digital engagement, membership ecosystems, and modern loyalty programs.
From being transactional, it’s become more relationship driven.
Digital interactions, such as app usage, chatbots, website behaviour, and social media, have contributed to real-time consumer behaviour.
Loyalty programs have led to continuous customer engagement and relationships, and not just need-based transactions.

Q3. What operational capabilities become especially important when a business moves from a few outlets to a larger network?

During the transition of a business to a large format, the most critical capability change required to ensure a stable, non-compromised workflow is to establish SOPs and make the business less people-dependent and more process-dependent. 
To ensure efficiency is maintained, there needs to be a standard training module, Daily/Weekly/Monthly tasks & dashboards, regular MIS, performance monitoring (based on KPIs), etc.
Backend operational efficiency is achieved by the introduction of a centralised SCM and procurement unit supported by ERP/ CRM and POS integration.
To control lapses, constant quality monitoring and both internal and 3rd party audits are required. RCAs help establish corrective measures and ensure compliance.
Reviews and customer feedback are essential, and it is vital to regularly track NPS scores.
All the above help in decision-making, which is completely data-driven and helps scale and stabilise. 

Q4. How do you see AI influencing franchise operations in the next few years—especially in areas like partner support, training, or operational monitoring?

AI is expected to reshape the franchise operations module in a few years. Franchisors will move to being real-time, data-driven partners for every franchise owner, rather than merely support providers.
AI will help partner support be predictive and personalised by analysing sales, inventory, workforce & customer data, creating store- or location-specific recommendations, and providing continuous upskilling and training.

Q5. From your perspective, what are the biggest opportunities for sustainability-led differentiation in a service-oriented franchise model?

There is definitely an opportunity for sustainability-led differentiation in service-oriented franchise models. 
•    Operational Sustainability Lowers Costs & Increases Efficiency, such as waste reduction and energy efficiency.
•    Green Service Delivery acts as a Brand differentiator, like chemical-free, non-toxic, eco-friendly, etc.
•    Customer Experience & Loyalty programs like points on reduced carbon footprints, reuse incentives, etc.
•    Responsible Sourcing by ensuring green manufacturing certification, fair trade, etc, for partners. Local buying options reduce transportation footprint, etc.
•    Local Partnerships with NGOs for recycling drives, sponsorship of green spaces, water-saving programs, etc.

Q6. What competencies will future franchise partners need as business models become more digital, service-led, and customer-centric?

Franchise Partners require the following, as business models become digital, service-led, and customer-centric.
•    To educate and train on technology and adopt the use of CRM, POS & ERP along with the digital customer experience journey (WhatsApp, Website, Apps, etc). Also, the inclusion of AI-driven tools like chatbots and forecasting tools, along with automation and cybersecurity, is a key aspect.
•    Understand customer experience and challenges, interpret feedback and respond effectively, prioritise service and quality, and execute loyalty programs.
•    Track KPI’s, data interpretation, and performance analysis, understanding trends, and ensuring data-driven analytics.
•    Building culture by skill & talent-based hiring, ensuring accountability, constant coaching, and the use of LMS tools, and managing performance.
•    Ensuring operational excellence through consistent adherence to SOPs, Effective inventory management, and maintenance of quality standards and compliance. 
•    Adapting to continuous change with agile learning abilities and flexibility to implement changes and adapt to updated systems.
•    Understanding of P&L and ROI Stability. Implementation of cost-effective measures.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

•    How does the model ensure a consistent customer experience across outlets?
•    What are the competitive advantages of the digital tools in use?
•    What is the success rate of the Franchise partners?
•    What systems and technologies can help optimise manpower?
•    What is your current USP against competitors?