Jun 2022 – Present · 3 yrs 11 mos

• Most problems can be solved with words. The rest? That’s what I train people for.
• I train elite Indian Special Forces in Krav Maga, Close-Quarter Combat (CQC), and anti-terrorism counter-attack techniques because some situations don’t allow second chances.
• I’m a certified belt holder in Israeli Krav Maga and anti-terror combat techniques, accredited by Israeli Army Instructors. I train soldiers in disarming physical threats, hand-to-hand combat, and survival tactics in high-risk environments.
• Beyond combat, I focus on mental resilience, situational awareness, and mastering control under extreme pressure because in life-or-death scenarios, the sharpest mind wins.
• And yes, I could disarm you in a meeting but let’s not test that.

Nov 2018 – Sep 2022 · 3 yrs 10 mos · Delhi, India · Hybrid

• If you ever feel too confident, start a company.
• FitPaw was my veterinary services marketplace aimed at helping farmers access quality animal healthcare. In 18 months, we scaled to 520+ pin codes, covering 120,000+ livestock. We had the vision, the scale, and a growing customer base.
• Until COVID politely reminded me that pigs and cows don’t care about business models. We shut it down, but I walked away learning how to hire when every decision counts, manage uncertainty and pivot fast.
• Also, that goats are terrible customers.

Aug 2016 – Nov 2018 · 2 yrs 3 mos · India / APAC

• 1,800+ employees. 7 countries. 18 months. Scaling Uber wasn’t for the weak.
• Uber was the wild west of scaling. One day, we were a scrappy disruptor; the next, we were expanding into 42 cities across 7 countries in just 18 months. Hiring, retaining, and engaging a 1,800+ workforce at that speed? Let’s just say “organized chaos” was an understatement.
• Beyond hiring, the real challenge was keeping operations from imploding. We built regional HR systems from scratch; Performance management, salary planning, rewards, and succession planning, while ensuring Uber’s culture didn’t get lost in hypergrowth.
• Then came the challenge of building UberEATS’ SEA workforce. We redesigned the org structure, created new career paths, and boosted retention by 22% QoQ. Scaling wasn’t just about hiring, it was about making sure people didn’t burn out while enabling 300M+ rides annually in the region.
• Spoiler alert: You can’t out-hire chaos—trust me, we tried.

May 2014 – Jul 2016 · 2 yrs 2 mos · Pune Area, India · On-site

• Upskilling 14,000+ employees without trainers? Sounds illegal, but we pulled it off.
• Imagine training 14,000+ employees spread across 13,000 retail locations—many of them in remote areas where corporate learning was practically nonexistent. That was my challenge.
• So we built India’s first mobile-only corporate learning platform, proving that you didn’t need fancy training centres when people could upskill from their phones. Adoption shot past 80%, and suddenly, learning wasn’t just something employees had to do—it was something they actually wanted to do.
• Oh, and Bajaj Finance landed in Asia’s Top 25 Best Workplaces along the way. Coincidence? I’d like to think not.
• Lesson- Even the best HR tech is useless if people would rather watch cricket.

Apr 2012 – Apr 2014 · 2 yrs · Mumbai Area, India · On-site

• Tata Motors was where I learned that HR isn’t just about policies it’s about solving real business problems.
• Managing talent development across 23,000+ employees was less about fancy frameworks and more about understanding what actually makes people want to stay and perform.
• I helped design career mobility programs that cut hiring time by 30%, guided the company through some tough restructuring, and most importantly learned how to handle all kinds of HR crises without losing my sanity.

Apr 2011 – Apr 2012 · 1 yr · Mumbai Area, India

• Got leadership to love digital learning. Mind tricks may or may not have been involved.
• Tried convincing corporate leaders to embrace digital learning before it was cool. Partnered with the Board and HR leadership to turn digital learning from a side dish into the main course. Designed leadership interventions and peer coaching programs that spiked engagement by 20%; no trust falls required. Built structured learning paths for key roles, boosting internal mobility by 15% and slashing hiring time by 30%. Turns out, when learning works, people stop job-hopping like it’s a reality show.
• Also, learned that getting board members and executives to adopt new tech is harder than climbing Everest, or something like that.

Aug 2005 – Jun 2009 · 3 yrs 10 mos · New Delhi Area, India

• Teaching students how to ace exams is one thing. Building the entire test-prep curriculum, training faculty, and managing operations is another.
• At CL Educate, I got to do both, while also partnering with state governments to launch three Industrial Training Institutes (ITIs), achieving 100% enrollment within nine months.
• This was where I realized my passion for education, learning, and creating structured career paths a theme that’s followed me throughout my career.

Jun 2001 – Aug 2005 · 4 yrs 2 mos · New Delhi Area, India

• At 19 years old, I thought I had it all figured out. So, naturally, I started a B2B EdTech company.
• It was focused on STEM content for schools and universities. We went from our first $500 sale to a $150,000 MRR business before I eventually sold it.
• Lesson learned? Being young and fearless is great, but knowing when to pivot is even better.