Mar 2025 – Present · 1 yr · New Delhi, Delhi, India · Remote

Jun 2023 – Feb 2025 · 1 yr 8 mos · New Delhi, Delhi

• Recovered from Burnout. Traveled. Trekked. Got touch in things that heal me on a daily basis - playing sports, writing, reading, and watching trash/informative content on YT.

Jan 2021 – May 2023 · 2 yrs 4 mos

• 𝐖𝐡𝐚𝐭 𝐈 𝐠𝐨𝐭 𝐫𝐢𝐠𝐡𝐭: Exceptional talent density and cultural flexibility to lead critical charters across functions.
• 𝐖𝐡𝐚𝐭 𝐈 𝐠𝐨𝐭 𝐰𝐫𝐨𝐧𝐠: Top Leadership. This single factor, unfortunately, can be the ultimate rate limiting function for a startup. Lack of clear and long-term decision making coupled with an absence of basic empathy is a dangerous cocktail.
• 𝐖𝐡𝐚𝐭 𝐈 𝐥𝐞𝐚𝐫𝐧𝐭:
• Managing ‘Bhasad’: ‘Bhasad’ can be loosely explained as the Indian term for infinite chaos. It’s the ability to survive in an environment where you are walking on multiple tightropes simultaneously - optics management vs actual execution, department one-upmanship vs focus on the company vision, leadership ego-massaging vs showing them the mirror etc. If you have ever worked in Indian startups, you are smiling right now. If you are interested in working in Indian startups, well at least now you know.
• The importance of employee lifecycle: While hiring can always be hit and miss, what actually converts good hires into great employees is having a strong and tailored onboarding process. While some hires will hit the ground running, others might need hand holding and guidance in the initial stages. Both sets can be converted to exceptional hires, if this step is done well. This is one of the key leading indicators of whether a startup would succeed or not. Also, keenly observe how leadership facilitates/obstructs/neglects employee departures, that’s a great way to understand the people-centric aspect of the leadership.
• Importance of strong leadership: Especially important if you are part of a VC-funded startup. If there’s an absence of clear thought process among the leadership, VCs will run your company from outside-in without having any context of the business. That’s the beginning of the end, until they find a better leader altogether.
• 𝐖𝐡𝐚𝐭 𝐈 𝐰𝐚𝐬 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐥𝐞 𝐟𝐨𝐫: Setting up and jointly owning the P&L of Apna's biggest revenue vertical.

Sep 2020 – Dec 2020 · 3 mos

• Took a career break to focus on certain important personal responsibilities and introspect on the career journey ahead

Mar 2020 – Sep 2020 · 6 mos · Mumbai, Maharashtra

• 𝐖𝐡𝐚𝐭 𝐈 𝐠𝐨𝐭 𝐫𝐢𝐠𝐡𝐭: Exceptional timing (more luck than anything else). It was the right time to be part of building an online edtech company focused on live learning.
• 𝐖𝐡𝐚𝐭 𝐈 𝐠𝐨𝐭 𝐰𝐫𝐨𝐧𝐠: My judgment on the leadership. At this stage, the leadership team matters more than anything else. And as we know, in this case, the rest is history.
• 𝐖𝐡𝐚𝐭 𝐈 𝐥𝐞𝐚𝐫𝐧𝐭: Before this role, I had been fortunate enough to work with 2 multinational and multicultural organizations with great work culture and values. This stint taught me to not take that for granted. Also proud of how quickly I realized my mistake and corrected for it - a lot of marquee investors didn't realize it until it was too late :) Live and Learn!
• 𝐖𝐡𝐚𝐭 𝐈 𝐰𝐚𝐬 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐥𝐞 𝐟𝐨𝐫:
• Strategy & Product across Growth and Customer Experience.

Jul 2018 – Feb 2020 · 1 yr 7 mos · Mumbai Area, India

• 𝐖𝐡𝐚𝐭 𝐈 𝐠𝐨𝐭 𝐫𝐢𝐠𝐡𝐭: Work culture and team. Had offers from other firms, but had enjoyed my time during internship here and thankfully, stuck to it. Great work culture, exceptional team. I miss my time here the most.
• 𝐖𝐡𝐚𝐭 𝐈 𝐠𝐨𝐭 𝐰𝐫𝐨𝐧𝐠: The industry. Consulting wasn't a long-term fit for me and I had got into it for the wrong reasons (read: social proofing in B-school).
• 𝐖𝐡𝐚𝐭 𝐈 𝐥𝐞𝐚𝐫𝐧𝐭: A lot about the Emerging Market Education and India's Edtech. Also, got a chance to be involved in two of the biggest deals in Indian education space in 2019. When I introspect now, much of my learnings on dealing with ambiguity also stemmed from here.
• 𝐖𝐡𝐚𝐭 𝐈 𝐰𝐚𝐬 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐥𝐞 𝐟𝐨𝐫:
• Sectors: Public and Private Education, Edtech, Healthcare, Technology
• 1. International exposure of working on engagements in ~10 countries across Asia (India, SE Asia, Middle East), Europe and North/South America
• 2. Worked on ~10 projects across new market entry, growth, cost optimization, new product feasibility, performance turnaround and commercial due diligence
• 3. Strong experience of working on the biggest PE deals in Education sector in India

Nov 2017 – Dec 2017 · 1 mo · Mumbai Area, India

• About the Company
• Access India Fund – I (USD 150mn) is a mid-market-focused fund opting for growth investments in the range of $5-15 million. The firm targets consumer goods & services and life sciences segments, apart from B2B services. The first Fund is fully deployed and the fund is invested in five companies.
• Experience
• 1. $50mn buyout opportunity: Evaluating controlling stake in a major domestic medical consumables player for acquiring stake of a leading PE firm.
• Performed business model and financial valuation analysis; participated in the business model meeting with the exiting PE fund and the promoter of the firm.
• Performed comprehensive market research of the domestic medical devices and consumables market.
• Formulated a deal note on the potential target including industry landscape, company-related information, competitive benchmarking, investment rationale and risks.
• 2. Portfolio management
• The firm is invested in the domestic market leader in adult diaper
• Performed in-detail diaper market landscaping – global and domestic players (Adult and baby diapers)
• Performed competitive benchmarking – developed and developing economies
• Evaluation of the latest deals in the segment to ascertain an appropriate valuation multiple

Apr 2017 – Jun 2017 · 2 mos · Mumbai Area, India

• Awarded a Pre-Placement Offer
• 1. Market-entry and diversification strategy for a global client
• Extensive primary and secondary research for conducting market landscape (75+ players) and
• competitive bench-marking studies
• Assessed the market potential in terms of size, growth, growth potential, performance of key
• categories and indicators etc. using excel modelling

Jun 2013 – Apr 2016 · 2 yrs 10 mos

• 1. Credit Suisse Research Publications
• Quantified the impact of country size (180+ countries) on HDI and economic prosperity
• Conceptualized fractionalization and globalization indices for 150+ countries
• Featured in Credit Suisse’ Global Top Ideas for 2015-16; tracked 20 most globalized stocks
• Worked on a thematic report on Globalization with client readership spread across 50+ countries
• Featured at World Economic Forum, Davos 2016; devised the End of Globalization risk scorecard for 140+ countries
• 2. Client Presentations
• Formulated content of customized presentation decks for 12 HNI clients; combined AUM of $1bn+
• Solely responsible for 25+ client presentations for Deputy Global CIO of Credit Suisse
• 3. Economic Modelling and Coverage
• Developed forecasting tools viz. Monetary Conditions and Industrial Production for 20 economies
• Served as focal point for views on macro indicators for Malaysia, Thailand and Philippines

Jul 2012 – Jun 2013 · 11 mos

• Part of the Valuation team, Product Control.
• Involved in preparing Structural Trade Reviews for the commodity trades done by Credit Suisse.
• Involved in preparing weekly, fortnightly, monthly reports regarding the issues that arise in the trades.
• .

May 2012 – Jun 2012 · 1 mo · Mumbai Area, India

• Comprehensive analysis of the factors affecting India’s retail sector.
• Preparation of an econometric model highlighting the causation and correlation effects of various factors on the growth of India’s organized retail sector and forecasting the future of it.

May 2011 – Jul 2011 · 2 mos · Panipat Area, India

• Underwent a rigorous training program understanding the nuances of the RFCC unit in the petro-refining process.
• Completed a project highlighting the importance of Cyclone Separators in the working of the RFCCU.