Jan 2024 – Jan 2025 · 1 yr

• We aimed to instill a foundational culture within our teams: individual achievements are limited, while collaboration leads to greater success. By working together, we could not only survive or achieve modest growth but also unlock unprecedented potential. When three individuals have competencies x, y, and z, the output should exceed just x + y + z; if it output is less that x+y+z, that's a red flag. Achieving an output like (5x + 10y + 8z) * 100 is possible without stressing out but enjoying is the process is the mindset that we could successfully foster.
• But executing this mindset proved challenging with existing tools for co-founder conflict resolution, competency frameworks for core team, and Assess First reports during hiring, we couldn’t fully prevent team stuckness, frustrations, hurt and inefficiencies. The top L&D and T&D professionals we brought on board were not delivering the results or addressing the gaps we, as team leaders, had identified.This gap led us to invent VFP model.
• Though it was primarily invented for internal use, we have been invited by Corporates, Key Govt officials, University faculty to administer to their teams.
• Inventing & Revolutionizing case-based VFP learning for 20X results was exhilarating. We are the in the process of refining it further with more data.

Jun 2023 – Jan 2025 · 1 yr 7 mos

• Once in a month, I engage as a Speaker for one these topics -
• How to Become an Entrepreneur within the Corporate Ecosystem
• People often romanticise startups while underestimating corporate roles, shaped by different views on fulfilment, creativity, and rewards. Startups are seen as dynamic spaces with more freedom, while corporates are sometimes labeled as soul-draining 9-to-6 environments plagued by office politics. I disagree with this narrative. I've seen founders stuck in their startups, enduring prolonged suffering. Entrepreneurial spirits can thrive in corporate environments too ! You could scale innovations faster with Corporates platform than startup investors. Key is in knowing how to navigate and unlock them with out-of-the-box strategies. Looking back, I wish I had the maturity and mentors earlier to guide me in my corporate stint. That’s why I now lead corporate workshops to raise awareness to look at the Corporate world through a different lens.
• Women Leadership
• 1. What it means to be a Leader with 21st Century leadership traits?
• 2. My experience of 3 day/7 day internships Jain, Marwari, Gujarati - Indian Leadership & Business communities
• 3. Struggles of Indian Women Board Members
• 4. Extracting from experiences of Women in Family Business
• 5. Leaders struggle with Emotional Intelligence: from the lens of Licensed EQ Practitioners
• 6. Investing in Relentless Self work & Self-discovery
• 7. Resilience - How to defy odds of your birth family, economic background, upbringing, the hold that your caste, religion, community has on you which is limiting your growth ?
• 8. Risk assessment and Risk mitigation -Psychological & Financial Preservation
• 9. Diagnose your insecurities and blockages of your personality
• 10. Unheard & Unknown ways of Networking and harnessing yours & peers network
• 11. How to design and implement Personalised support system to thrive?
• 12. If you are an Outlier, how to thrive within the system instead of complaining about the system?

Oct 2021 – Jan 2025 · 3 yrs 3 mos

• To date, I have facilitated over 30 case studies on the topics listed below, organised by the MSME Central Government of India, Entrepreneurship Development Institutes, E-Cells, and B-Schools across India.
• 1. What is Entrepreneurial Lifestyle/Discipline?
• 2. Entrepreneurship out of mere Passion versus Entrepreneurship out of thorough Pre-Preparatory and Preparatory work
• 3. How to bring yourself into the right orbit of people in your startup journey?
• 4. Pre Cofounder Counselling equivalent to Pre Marital Counselling:Expectation agreements, Catching red flags early on
• 5. Caution and awareness while choosing life partner more so when you are an Entrepreneur
• 6. You need Best mentors & Coaches and cannot afford as Early stage founders - How do you solve this?
• 7. If you are a Tier 2, Tier 3 marginalised founder from a Developing and Under developed country - How to smartly navigate startup landscape for more results and less scars?
• 8. Balancing between SELF and STARTUP: Whom to choose when?
• 9. Creating support and accountability systems to help you bounce back after setbacks
• 10. Debunking misconceptions and clarifying the differences between being a Founder, CEO, Entrepreneur, and a Business owner
• 11. Create Personalised Self growth plan: At times Startups grow faster than their founders personal and professional development
• 12: Resourcefulness: effective ways to thrive with limited resources during starting and sustaining a business
• 13. Different types of mindset needed
• 14. Aligning Business Goals with Personal values & Strengths

Jan 2022 – Dec 2022 · 11 mos

• For three months, I conducted detailed due diligence to find the right accelerator for HECOLL. As we transitioned from the nailing phase to the scaling phase, it became overwhelming and we required additional support.
• In Hyderabad, my options included:
• 1. CCMB (Centre for Cellular and Molecular Biology), a fundamental life science research establishment.
• 2. IIIT Hyderabad, a public technical research university.
• 3. We Hub, India’s first state-led incubator for women entrepreneurs.
• CCMB officials amicably proposed a dual incubation with WeHub. My observations while I was associated with them: WeHub's agenda is politicised and more focused on forming bonds with embassies of first-world countries. It was run by individuals without founder experience, raising doubts about their understanding of entrepreneurial struggles. Leadership there was focusing on obtaining scholarships and fellowships for themselves instead of prioritising & passing on those opportunities for women founders. Their one-size-fits-all programs lacked the ability to cater to the dynamic needs of each female founder, leaving inexperienced women founders vulnerable.
• Initially frustrated and questioning my move from the USA Startup Ecosystem, I gradually found value in the experience. I documented case studies, decisions, and their poor impacts, and contributed to the specially appointed National Startup Policy drafting team, an initiative of the Central government. I shifted from a reactive and complaining mindset to one focused on "what can I do to improve it."
• I am glad and celebrating that India’s time has started on the global map for entrepreneurship. I am hopeful one day we will ensure we do what we mean. Incremental development is underway. HECOLL benefited from access to supportive and influential IAS officers who facilitated B2G orders. Additionally, half a dozen women staff at HECOLL gained tremendous exposure and personality development through WeHub’s networking events.

Dec 2021 – Sep 2022 · 9 mos

Nov 2021 – Dec 2021 · 1 mo

• Attending the Dubai Expo as a representative from Telangana State was a momentous occasion, but the opportunity did not come by itself —I had to create it. Seeing no effort from Telangana to support its founders for Expo 2020, I wrote to state officials which went unanswered, I later escalated the matter to the Minister of State through email. Voilà! Doors opened, and ten other founders, along with myself, received partial state sponsorship to attend the Expo for three days.
• Arrival and Initial Impressions
• Approaching the Indian Pavilion, we realized it was one of the largest at Dubai Expo 2020, rivaling those of the USA and China. We were representing our nation not just our state anymore.
• Extending the Stay
• On my second day, realizing three days were insufficient, I lobbied FICCI for a 21-day pass. After approval and three interviews, they advised me on selecting pavilions, framing questions, and identifying key connections.
• Networking and Unexpected Encounters
• One of the highlights was meeting the head of TSIIC face-to-face after many failed attempts in Hyderabad. In 20 minutes at the Indian Pavilion, I learned about tax incentives and subsidies for HECOLL. I also met Startup India and National Innovation Mission officials who previously ignored my queries about patent reimbursements. This experience showed how events like the Expo break down geographical and social barriers, leading to valuable encounters.
• Historic Diplomatic Presence
• For the first time in history, the Indian government posted three diplomats exclusively in Dubai to leverage the opportunities of Dubai Expo 2020. Their presence facilitated events like the dinner at the Taj, where Indian Diaspora HNIs and startup founders could mingle, present ideas, and secure funding. The United Nations, being HECOLL's first client, underscored the significance of our innovation.
• Witnessing and participating in Dubai Expo 2020 was an absolute privilege—a story I will share with future generations.

Oct 2021 – Dec 2021 · 2 mos

• A program sponsored by the Swiss government enabled over 10 Indian founders to visit Switzerland for Innovation & Startup immersion, while over 10 Swiss founders visited India. Together, they engaged in deep learning on research, monetization, and self-management. Sessions on women's health, where leading Swiss experts empowered female founders by teaching them how to manage menstrual cycles especially amidst the erratic phases of abnormal work hours, uncertainty and Entrepreneurial stressors. They even prepared us for menopause discussing symptoms through case studies of senior female founders: how do start noticing and care for hot flashes and weakness. Such proactive preparatory health attention and rare focus on female founders gynic health stunned me.
• In one of the Swiss Embassy networking events, I met my business mentor who asked thought-provoking questions about legacy planning and guided me through my exit strategy. He helped me realize the importance of Founder-Market fit and Founder-Product fit. Initially, I struggled with the capital-intensive fabric industry and machinery-heavy HECOLL, but under his mentorship, I discovered the right technological resonance for me which is Generative and Agentic AI.

Feb 2021 – Jul 2021 · 5 mos

• I understand that entrepreneurship is a team sport, not a solo endeavor. However, I had to start alone, and that's where SLP provided me with access to a supportive network worldwide. The SLP cohorts in France and the UK especially helped me test some use cases for HECOLL and procure competitors' samples from Czech.
• Kumbh Mela at Haridwar, a major Hindu pilgrimage, coincided with the second wave of COVID-19. Despite the crisis, the event couldn't be canceled due to public sentiment. Tens of millions, including ascetics and devotees, participated in ritual bathing in the Ganges and crowded ceremonies, creating a high risk for COVID-19 spread.
• Extensive planning and coordination by the government and various organizations were required to manage the influx and ensure safety. HECOLL was invited by the Uttarakhand government to contribute, and thanks to a colleague from SLP leading the effort, we were able to successfully execute it.

Jan 2019 – Jan 2023 · 4 yrs

• Upon returning from the USA to India, I struggled with air pollution, especially during traffic hours, and the tropical sun's impact on my skin. Using local trains and metros, I was concerned about germs when people coughed nearby. Instead of using non-woven fabric masks, I considered innovating within cotton fabric, inspired by Indian women who wrap their heads in cotton dupatta and men who tie cotton handkerchiefs over their noses and mouths while driving 2 wheelers. Rather than introducing a new product and creating awareness from scratch, I thought it would be wiser to enhance something already familiar and in use, improving its features for better protection and comfort.
• Collaborating with retired scientists from India’s top textile universities, we explored using combinations of oil & gas and defense industry materials in fabric. Our creative attempt to transfer knowledge from the oil & gas and defense industries into fabric design worked in our favor, leading to the innovation of HECOLL, Healthy Cover for All.
• Exiting was far from being as simple and glamorous as it might sound; I had to navigate through extensive legal jargon and ups & downs.

Sep 2016 – Jan 2019 · 2 yrs 4 mos · San Jose & Hyderabad · Remote

• Joining Betalectic, a Software Development firm during its market expansion phase was a refreshing experience compared to my earlier roles. The company's strategy focused on assisting startups from first-world countries in developing their web and mobile app MVPs.
• During and after product development, we frequently encountered issues where clients expressed dissatisfaction, stating that the deliverables did not meet their expectations. They felt that we were not delivering on our promises, leading to extra work and project diversions that were not adequately tracked. This misalignment resulted in strained client relationships.
• To address these challenges, we implemented several key strategies. First, we introduced productivity tools to improve project tracking and ensure transparency. Additionally, we enhancedour market research capabilities. We focused on conducting thorough requirement gathering and analysis, developing detailed use cases and user stories, and ensuring comprehensive requirements documentation. This proactive approach helped clarify client expectations from the outset and allowed for continuous alignment throughout the development process.
• On the technical front, I learned to translate business needs into technical requirements effectively. My understanding of the software development life cycle (SDLC) deepened, as did my technical knowledge of software development processes, technologies, and tools. Witnessing the hustle culture, where coding team worked 12 to 14 hours consistently to meet client deadlines and launch dates, was inspiring.

May 2014 – Jul 2015 · 1 yr 2 mos · Mumbai Area, India · On-site

• I was hired to be based at their Mumbai headquarters to clean up and streamline project sites and to study and mitigate the risks of using new nanotechnology in fire suppressant systems. As the Project Manager I had to oversee 7 projects in Cement, Coal Power, Hydroelectrical & Steel plants worth $2 million.I dealt with chaos caused by nepotism, where a director's relatives were given subcontracts, compromising safety and causing cash flow issues. We faced threats from political mafias seizing our machinery for ransom and safety risks in an inaccessible Naxal area. I had numerous variables to optimize and many loose ends to tie. It was a rare adventure cum opportunity for both personal and professional growth.
• I successful led a cross-functional team of 23, liaised with 14 subcontractors, and completed 4 projects on time and within budget. For 2 delayed government projects, we reduced fixed costs by 50% through shared tools, quick design approvals, minimizing on-site purchases, and diligently documenting all changes for appropriate claims. I left the hydroelectric project unfinished, failing to commission it. Panic and fear overwhelmed me as I evaluated the risks at site, and my gender not competency was questioned for backing off. At the time, I was furious, but looking back, I now understand the intricacies of gender dynamics in professional environments.
• Each project had a different contract type, including lump sum, GMP, hard bid, negotiated, and design-build, and was located in various states under different conditions. I had to quickly grow adaptability muscle to manage these diverse and dynamic complexities. When faced with client pressures, consultant demands, cash crunch, and political mafias, I discovered one of my professional strengths: resilience.
• To my surprise, the local tribals supported, protected and cared for me during site visits. This was my first personal intimate encounter with them beyond history school books.

Apr 2013 – Feb 2014 · 10 mos

Apr 2013 – Sep 2013 · 5 mos

Oct 2012 – Mar 2013 · 5 mos

Apr 2012 – Sep 2012 · 5 mos

Oct 2011 – Mar 2012 · 5 mos

Mar 2011 – Sep 2011 · 6 mos

• Working for this Middle East-based Regional Conglomerate helped me appreciate the value of my interdisciplinary IIT education. I applied knowledge from seven different disciplines in designing, manufacturing, testing & commissioning chemical dosing and metering skids for Oil & Gas industry.
• Stepping off a chopper onto an offshore rig, being the only woman among 2000 staff on an onshore site, experiencing the isolation and risks of these work environments and losing two colleagues—one to an IED blast in Iraq and another to a safety protocol failure in our own workshop—are defining moments.
• I was one of the six IITians from their inaugural batch for their rotational management program. I spend 6 months each in proposals, sales, engineering, project management, and as Executive Assistant to the Business Unit Head. During this time, I gained business acumen, understood the importance of the bottom line, and learned applying same technology to other industries like wastewater treatment and renewable energy. I developed clients like INCO and L&T Hydrocarbon, while retaining key clients such as Petrofac, Weatherford, Saipem, and McDermott, and demonstrated a risk-taking attitude by accepting low-margin orders and later improving profit margins through sub-vendor development and negotiations.
• As my first international exposure, this reshaped my understanding of the world. I encountered so many expensive cars on the roads, extreme heat, a lack of greenery, a large immigrant labor market, no income tax, and extensive future planning and unconventional infrastructure methods by UAE’s government. I overcame Islamophobia, gaining a firsthand appreciation for religious diversity.
• My reporting manager was from Iraq, and my colleagues were from the Philippines, Vietnam, Pakistan, Bangladesh, Kuwait, Sudan, Egypt, Ethiopia, and the UK. Adapting to this multicultural work environment required significant effort and the development of my cultural intelligence.

Nov 2008 – Aug 2009 · 9 mos · On-site

• At 22, I traveled alone to 17 states over two months, securing support from the National Election Commission of India and State Chief Electoral Officers, making them stakeholders in our campaign.
• I wondered why my Campaign Head assigned such a high-stakes task to me, the youngest on the team. Reflecting on my qualities, I realized that I thrive in independent environments, which enhances my strong execution and ideation. My cultural competency (born South Indian, raised North Indian) allows me to adapt to the diverse nuances of each state in India.
• Sometimes it took three visits, waiting 4 to 6 hours each time, just to meet them. I spent long hours convincing panels of bureaucrats in every state office of our integrity and addressing their mistrust of NGOs and MNCs. When necessary, I asked electoral officers from other states to vouch for us. I did whatever it took to prove our sincerity because our tech depended on their data. I managed to get all 17 states on board, building my competencies to manage complex project.
• Contrary to their portrayal in movies as corrupt and lazy, I found many officials to be hardworking. I also gained insight into the UPSC exam syllabus, which top bureaucrats must pass. Later, I studied this syllabus myself, focusing on international history, geography, and civics to strengthen my solo travels and personal growth.
• I manually screened 200 applicants and shortlisted 34 volunteers for field activities in 17 cities (2 per city). They sought my advice on next steps, college essay reviews, and even introduced their significant others for match analysis. I unexpectedly became a mentor.
• Traveling alone as a woman was unheard of in my family, and safety was a concern. So instead of hotels, I stayed with my IITM batchmates' parents. This exposed me to 17 diverse families with different economic and religious backgrounds and unique food habits. I saw my sociology studies in action, gaining insights into various upbringing styles and values.

Jun 2008 – Oct 2008 · 4 mos · On-site

• Part of the founding team, we conceived the Jaago Re! campaign to address the low 35% electoral participation among Indian urban youth. Our survey revealed that confusion around the registration process, including which forms to fill, where to submit them, and verifying application status and name accuracy on the electoral list, hindered voter participation.
• Our founding team joined Janagraha, a reputed NGO focused on urban policy, and secured $1M funding from Tata Tea, one of the India’s largest and most prestigious multi national conglomerate. This historic partnership marked India's first major public-private collaboration for a socio-political cause. We registered 620,000 youth for the 2009 elections, built advanced web technology to simplify registration, and launched a nationwide campaign in 35 cities. Our television ad won national accolades, highlighting the campaign's impact.
• My work ethic and persuasion skills were forged under our campaign leader. He persuaded 5 IITians to leave their USA jobs, take pay cuts, and join us. He meticulously documented, stayed organized, and was open to criticism. He secured additional funds through a fundraising dinner hosted by IT mogul Narayan Murthy to ensure team salaries matched corporate levels. Later, he studied Public Policy at Columbia SIPA on a Fulbright scholarship.
• My learnings:
• 1. As the campaign neared its end, a battle over data ownership and fame between Janaagraha and Tata Tea escalated into a legal fight, teaching me the importance of drafting thorough expectation clauses before collaborations.
• 2. Our team was evenly split between IITians and arts backgrounds, leading to unforeseen cross-disciplinary clashes. We should have encouraged mutual appreciation, addressed conflicts early, and had conflict resolutionists. Focused on goals and deadlines, we overlooked people issues; a suitable mentor could have helped.
• This experience laid the foundation for my expertise in people management.

Jun 2007 – May 2008 · 11 mos · Bengaluru Area, India · On-site

• I performed coding with TCL language and used Electronic design automation software to assist my client Qualcomm, San Diego office to tape-out to two complex Nanotechnology-based integrated circuit chips under critical timelines with TSMC, Semiconductor Foundry.

Apr 2006 – Jun 2006 · 2 mos · Bangalore Urban, Karnataka, India · On-site

• As part of GE’s plans to launch a medium voltage multi-level inverter, I conducted competitor analysis, intellectual property landscaping, and patent drafting. This involved reading through existing patents related to the product, studying them carefully to identify potential loopholes or areas for innovation, and filing new patents in those identified areas.

Apr 2005 – Jun 2005 · 2 mos · Nasik, Maharashtra, India · On-site

• We were attempting to increase the efficiency of one of the Analog-to-Digital Converters (ADC) and Digital-to-Analog Converters (DAC) used in railway bogies power control system. I learned to work with SAP ERP systems here. Material requisition process from shop floor and coding & testing in environment controlled labs were interesting experience. I coded in C or C++ for embedded systems, and sometimes used assembly language for low-level hardware control.

Dec 2004 – Jan 2005 · 1 mo · Chennai, Tamil Nadu, India · On-site

• I coded in MATLAB for the manufacturing of spiral antennas for Submarines.

Apr 2004 – Jun 2004 · 2 mos · Hyderabad, Telangana, India · On-site

• I had developed and optimized hardware description language (HDL) code using VHDL and Verilog while working on FPGAs. This was my first paid assignment in life: I was ecstatic. First exposure to USA based Multi National Corporate.