Small team. Long memories.

Syam runs the commercial side — which in practice means he is usually the one who turns up when a client says their returns have got out of hand.

He has held leadership roles since 2004, the last 16 of those years in e-commerce logistics and warehouse operations, and has set up and run value-added centres for e-commerce, retail and consumer durable brands. He has done the job on the floor, which is why he tends to ask awkward questions early.

At Reverse Green he has built out what we offer and defined the grading logic the system now applies at every site — the unglamorous groundwork that stops two warehouses grading the same unit differently.

Rohit has spent over 15 years in software, mostly on the unfashionable end: taking systems that companies depend on and rebuilding them without breaking anything.

He runs technology here — moving old data warehouses, ETL pipelines, blockchain and analytics systems, including SAS, onto cloud platforms that can take the load.

He’s led more than 50 of these projects across banking, insurance, airlines, telecom, manufacturing and retail. He holds a Master’s degree in Computer Applications from Indore.

Kumud handles finance, legal, HR and administration — the four things that quietly sink a growing company if nobody senior is watching them.

Over 15 years he has covered financial planning, corporate governance, statutory compliance, risk and budgeting. He is the reason ambitious plans here get checked against what the numbers will stand.

Holding all four areas together means contracts, hiring and cash don’t get argued about in separate rooms. For a client, it mostly shows up as paperwork that arrives correct the first time.

Puneet looks after marketing and the running of our programmes — the two jobs that between them decide whether what we promise a client is what turns up on their floor.

He has 19 years across marketing, brand and operations, which is an unusual pairing. It means he can say both how a service should be described and whether the team can hold it up in peak season.

Here he owns programme performance: keeping sites consistent with each other, holding people to the checklist, and building processes that still work when the volume doubles.