An Alumni of Faculty of Management Studies (FMS), University of Delhi and Harvard Kennedy School (Harvard University)
Vinod Zutshi obtained Degrees of MBA in full time programme from FMS. He has visited Harvard Kennedy School on two occasions.
His “Business and Management in Government” experience is for more than 15 years. He has a number of Top Management Positions in Corporate Sector and in Government.
Principal Secretary/Secretary – Cooperative Societies, Government of Rajasthan (Oct 2006 – Mar 2008)
Administrative Head of Department of Cooperation in Rajasthan State Government, responsible for formulating policies and execution of schemes and programs for developing cooperative infrastructure and accelerating cooperative movement in the state.
- Brought Rajasthan Cooperative Societies into profitability through strategic and tactical planning and execution
- Implemented “Vaidyanathan Committee Recommendation” for revival of primary agriculture cooperative societies in Rajasthan
Secretary – General Administrative Department & Civil Aviation, Government of Rajasthan (Nov 2000 – Jan 2002)
As Secretary General Administration Department, was responsible for general administration matters of the state of Rajasthan including cabinet meetings, protocol, state motor, government estate management. As chief of protocol, managed visits of VIPs – Dr. K.R Narayana (Ex. President of India), Mr. Bill Clinton (Ex. President of USA) besides many others. As Secretary Civil Aviation, was the administrative head of Department of Civil Aviation of Rajasthan State Government, responsible for management of aircrafts of the state government and facilitation of airports and development of airstrips in the state.
Commissioner, Rajasthan Housing Board (Mar 2000 – Nov 2000)
Responsible for development housing Infrastructure in the state of Rajasthan by constructing houses all over the state for availability at economical prices. Initiated and led the first ever NRI Colony development in Jaipur for Non-Residents which gave them the opportunity to settle in Rajasthan.
Commissioner, Command Area Development – Indira Gandhi Nahar Project (Mar 1999 – Feb 2000)
Responsible for development of Command Area (Irrigation) Infrastructure in Indira Gandhi Nahar Project and for administering availability of water for irrigation in command area, extending from Hanumangarh District to Barmer District. Ensured optimal availability of irrigation in the entire command area resulting in increased agriculture production.
Executive Director – Rajasthan State Electricity Board (Jan 1999 – Mar 1999)
Developed and defined the charter for unbundling of the regime of Rajasthan State Electricity Board into power companies (Privatisation) to drive sustainable growth sector and viability for the state government
Registrar – cooperative Societies, Government of Rajasthan (April 1994 – Feb 1997)
- Head of the Cooperative System and Cooperative Organisations in the State of Rajasthan, was responsible for development, management and control of more than 50,000 cooperative units in Rajasthan State
- Chief Executive Officer and Board of Directors (Rajasthan State Development Bank – controlled and monitored 33 Primary Land Development Banks of Rajasthan)
- Chairman, Rajasthan State Cooperative Bank and Apex Bank of the State – Controlled and monitored more than 25district central cooperative banks
- Chairman, SPINFED (Rajasthan Spinning Federation)
Director – Information & Public Relations – Rajasthan (July 1993 – June 1994)
Management of Media and Press in Rajasthan State; Key Spokesperson of Rajasthan State Government Distribution of state related information with Media and Press
Managing Director, Rajasthan Co-Operative Spinning Mills (Oct 1988 – Apr 1990)
Responsible for overall management of this public undertaking. Achieved profitability within 1.5 years for the undertaking that was running in losses since inception (~5 years)
Managing Director, Ganganagar Co-Operative Spinning Mills (Sep 1989 – Oct 1988)
Responsible for overall management of this public undertaking. Achieved profitability within 2 years for the undertaking that was running in losses since inception (~5 years). Through strategic and tactical projects to improve quality of yarn, delivered best in class quality and exported yarn out of India for the first time in the history of this undertaking.