Strategy & Operations · Business Transformation · Program Governance
I'm a Strategy and Operations leader with 10 years across management consulting, B2B SaaS, and IT services, working at the intersection of strategy and execution. I hold a double masters degree — an MBA from ISB and an MSc in Econometrics from the University of Essex, UK.
The pattern across every role has been consistent: I get brought in when something critical is broken, missing, or needs to be built from scratch — and I build the structure, governance, and reporting layers that keep it running after I leave the room.
This page is a working portfolio: two AI-built interactive tools that show how I structure goal-setting and program governance, and three case studies from real strategy interviews that show how I think through a problem end to end.
Two working artifacts that show how I think about the operating system of a company — goal-setting and review, and program structure and governance. Each generates a board-ready output in under a minute, with diagnostic depth and a point of view.
Enter a company's industry and top priority — get a full OKR tree with objectives, key results, initiatives, and owners. Double-click any red OKR for a forensic diagnostic: which KR is dragging, why, and what to do about it.
Describe a program — building a function from zero, a strategic initiative, a transformation, a migration. Get a board-ready charter: stakeholders, workstreams, governance, and a pre-mortem of where this kind of program tends to break.
Each case follows the brief I was given, the framework I applied, and a live model of the recommendation — including the trade-offs I weighed and would weigh again. Company names are anonymized; the thinking is exactly as submitted.
A B2B volunteering platform captures 2–4% of an enterprise client's CSR budget, with no repeatable way for engagement managers to grow it. An interactive scorecard segments accounts into a 2×2 matrix, with a phased plan to move them.
A Fortune 500 company's new India Global Capability Center needs to stabilize within 90 days. An interactive Gantt across three workstreams, a five-layer governance model with RACI, and a reporting structure rebuilt as live mini-dashboards.
A B2B SaaS company sells into Latin America with its entire sales team based in India. The task: evaluate three expansion models — India team, nearshore, in-region LATAM — and recommend one that improves rep productivity, reduces cost per unit of revenue, and builds a strategic market advantage.
The fastest way to reach me is a LinkedIn message — I respond quickly. For anything formal, my CV and email are below.