May 2020 – Apr 2025 · 4 yrs 11 mos · Hybrid

• Business Design Lab was a working lab for platform design, gamified strategy, and pattern-based business models. It was never meant to be a consultancy. It's a place where we observed what doesn't work in business execution and experiment with formats that might.
• I co-create strategy tools, diagnostic frameworks, and business experiments here; many of which are now used in real-world team settings.
• These include:
• Unbox: A business thinking toolkit, gamified, that lets teams prototype strategic decisions in real time.
• Playbooks for students, founders, business heads, professionals, navigating scale, shift, or stuckness.
• Co-design formats for org-model alignment, stakeholder synthesis, and upstream decision logic.
• Workshops and sprints that act more like field labs than training programs.
• Most of our work avoided decks and deliverables. Instead, we focused on systems people can test in motion.

Jul 2015 – Sep 2025 · 10 yrs 2 mos · Hybrid

• I worked alongside early-stage founders, product teams, and business operators; not to advise from the outside, but to shape from within.
• Each engagement was a design collaboration. Making sense of what the team is really solving for, visualising systems when words fail, and testing decisions through actual user loops. My role changes with context: sometimes I shape the pitch, sometimes the product model, sometimes just the framing of the stuck point.
• Select collaborations include:
• Lyfas Care - patient experience, product reframe, venture redesign
• Mosaik (Analytics + Risk) – product architecture, go-to-market design, and visual communication
• Quickwork – redesign of sales operations and narrative engine
• Dynamind – branding systems and growth playbook
• Cymmetri – use-case design, onboarding systems, internal rituals
• What connects them all is the work: build from the root, not the surface.

Apr 2005 – Jun 2020 · 15 yrs 2 mos

• i2m began as a strategy execution studio for large programs and enterprise transformations. It became a quiet training ground for learning how systems behave under pressure.
• We worked with organisations across aviation, infrastructure, finance, insurance, IT services and manufacturing to build real-world governance systems:
• PMOs, transformation offices, and operational models. But more than that, we learned how people initiate a project, how teams lose rhythm, and how strategy becomes theatre.
• Key projects included:
• Setting up the IT PMO at Dubai Civil Aviation.
• Structuring execution models at Bharti AXA , Lanco Infratech and Aditya Birla.
• Supporting cross-functional turnaround at Tata Sky and Fullerton.
• Building execution capability inside global programs at Infosys and Bayer
• This work gave me the first clues about the gap between what we plan and how we move — a question I still follow.

Jan 1998 – Mar 2006 · 8 yrs 2 mos · Mumbai

• At SPJIMR, I taught postgrad and executive MBA students in areas like ERP, project management, enterprise modelling, and systems implementation. But more importantly, I founded and ran the Centre for Project Management — one of the first spaces in India focused on applied execution science, not just frameworks.
• We built it from zero into a program with institutional clients, research, and MDPs across sectors — from BARC and Tata Steel to CDAC and Ford.
• This was my earliest experiment in turning theory into tools, teaching into transformation, and knowledge into systems people could use.