The Arc · 2019–2026
About
The work has always looked like this: take an ambiguous, founder-level problem, build the structure, run it across functions, and stay until the outcome is real. The contexts have changed completely, from healthcare lending with no playbook, to trade marketing systems inside a multi-thousand-crore enterprise, to a platform built from MVP alongside a founder, but the operating mode hasn't. What follows is the arc of how that mode formed, and the principles it left behind.
Chapter 1 · Milaap (2019–2020)
My first job was inside Strategic Initiatives at Milaap, South Asia's largest crowdfunding organisation: a four-person unit whose mandate was to pilot new business ideas within the company. The idea I was hired onto, as the first hire on the initiative, was a healthcare lending product for patients who needed treatment but couldn't access traditional credit. There was no playbook for it. The product design, the hospital and NBFC partner network, and the operating process all had to be built at the same time, with a very small team and very real consequences: every delayed decision was a patient waiting. In two quarters the operation disbursed over ₹1 Cr, and SOP refinement cut turnaround time by 88.5%. What a first job in that environment teaches is hard to get any other way: that trust is operational, not rhetorical; that process is something you write down while you operate, not after; and that a small team with clear logic can stand up something real far faster than its size suggests.
Chapter 2 · Crompton (2021–2022)
Business school took me to Crompton Greaves Consumer Electricals, first as a summer intern in trade marketing, then back as a Management Trainee reporting to the Head of Global Sales. A company with 7 plants, 30+ distribution offices, and 10,000+ SKUs runs on machinery you can't see from outside: data systems, vendor contracts, inter-functional alignment, and process documents that outlive the people who wrote them. The main project was building the identity and mapping infrastructure that made a quarterly incentive scheme for 1,700+ distributor salesmen actually workable, a problem I chose to treat as product design rather than data collection. The second was a Bangalore tele-sales pilot whose SOP became a national programme. What a large Indian enterprise teaches is the discipline of scale: nothing ships on enthusiasm, everything ships on alignment, and the deliverable that matters is the system the organisation can run after you've left the room.
Chapter 3 · Careervira (2021–2026)
The long chapter. I joined Careervira as an intern when the platform was an early-stage MVP, converted to a full-time offer, and stayed nearly five years, working directly with the CEO the entire way. The role was deliberately double-jointed: product strategy and discovery on one side, the full product marketing mandate on the other, and for the enterprise business I was the sole PMM. The platform moved through three phases and I moved with it. First, scaling the B2C marketplace to 200K+ monthly active users with zero paid acquisition, by treating content as distribution infrastructure rather than marketing. Then building the enterprise SaaS business from the first customer discovery conversations to 10,000+ subscriptions, where positioning, demand generation, and POC strategy had to function as the commercial engine because there was no sales team to hand them to. Then the AI-native transformation, where I owned the business layer: translating stakeholder workflows into the requirements behind 10+ ML models and 75+ pipelines. What four years inside one evolving company teaches is range with continuity: the buyer changed, the product changed, the motion changed, and the job was to change with them without dropping what was already working.
How I work
Start with the problem, not the solution.
Every engagement above began with a problem statement that was fuzzy, political, or both. The discipline is to frame it precisely before building anything, because a sharp problem statement does half the prioritisation for you. Customer discovery before positioning, diagnosis before roadmap.
Build assets, not campaigns.
Design things that keep working after attention moves on. The B2C engine at Careervira kept producing traffic years after the team pivoted to enterprise; the FOS system at Crompton kept incentives running without re-collection every quarter. If it stops working when you stop pushing, it was a campaign.
Strategy only counts when execution follows.
A positioning document that never becomes a pitch deck, a POC framework, and a closed account is just writing. I stay through delivery: the Scope of Work, the data validation, the objection battlecard, the SOP. The strategy earns its name when the outcome shows up.
Deprioritisation is a decision.
What you choose not to do, and why, is half the strategy. Paid acquisition, PR, and early email were all tested and consciously set aside at Careervira, and each call is written down on this site with its reasoning. Saying no without logic is timidity; saying no with logic is strategy.
Outside work
I've played football since school, represented my college team in regional tournaments, and still play whenever a pitch and ten other people are available. I shoot films and photographs; at business school I was the official cinematographer, which mostly meant carrying a camera to everything and learning to find the frame fast. And I read about socio-economic systems: how credit, education, and infrastructure decisions shape what's possible for people, a curiosity that started long before I worked anywhere.
Now you know how the work happened and how I think about it. If that sounds like someone you'd want across the table, say hello.