Aug 2019 – May 2023 · 3 yrs 9 mos · New Delhi, Delhi, India

• Role involved end-to-end business operations with P& L ownership for Airbus’s aviation training portfolio across India and South Asia, heading a cross-functional team across Sales, Customer Support, Planning, Delivery, and Business Performance
• Highlights: 250% revenue growth | 400% training volume increase | Double-digit EBIT through COVID | $100M+ contracts
• Leading Airbus Training Services operations for India & South Asia was a privilege. I was tasked with scaling a nascent yet high impact business, and we did just that. Within three year, we transformed the business by growing Revenue 2.5X, Flight simulator training volume jumped 4X, and we remained consistently profitable with high double digit EBIT, even through the turbulence of COVID-19.
• One key to this success was crafting a locally grounded pricing strategy that gave us the agility to compete without compromising value. I also led the negotiation and execution of training contracts exceeding $100M, including Airbus’s first-ever wet training deal in the region, a major milestone.
• But growth wasn’t just about numbers. We broke new ground by entering emerging verticals like drone and ab-initio pilot training, and rolled out e-learning and VR-based programs to future-proof our offerings.
• Perhaps what I’m most proud of is the team we built, diverse, driven, and high-performing. I worked closely with them, ensuring their growth matched the business’s, with expanded roles and well-earned promotions. Together, we shaped and executed a multi-year strategy rooted in market insight, resilience, and innovation.
• This high-tempo assignment challenged me to step up and take P&L ownership and lead through uncertainty. It sharpened my ability to learn fast, adapt quickly, and drive growth in a highly disruptive environment.

Sep 2017 – Jul 2019 · 1 yr 10 mos

• Highlights: Formulating specs for five aircraft weapon systems | Concluding Capital Contracts over 150 M$
• During this pivotal assignment, I had the opportunity to directly shape the future of Indian Naval Aviation. In an advisory role, I supported senior leadership with insights that influenced major procurement decisions and aviation policy, often involving high-value acquisition cases that would define operational readiness for years to come.
• A key part of my role was drafting qualitative requirements and detailed specs for five mission-critical aircraft weapons cases. This groundwork ensured each acquisition was both operationally sound and strategically future ready.
• Through rigorous benchmarking, ministry-level stakeholder engagement, and negotiations with global OEMs, I successfully led the closure of capital contracts worth over 150m$. These efforts ensured optimal utilisation of the Navy’s capital budget while reinforcing value for money in every deal.

Aug 2016 – Sep 2017 · 1 yr 1 mo

• Advisor for Aviation operations, Flying training, HR planning & Management and Aircraft Acquisition matters

Sep 2015 – Jul 2016 · 10 mos

• Chief Executive’s role with responsibilities including Team building, crisis management, budgeting, strategic planning, operational logistics, stakeholder management and people leadership.
• Highlights: Led a $25M+ warship maintenance project across multiple agencies | Delivered operational readiness through strict QA and cost control | Strategic asset management and high-stakes decision-making
• Commanding a frontline warship, every naval officer’s dream was the defining chapter of my military career. Leading a team of 15 officers and 200+ sailors, I was responsible for not just operational excellence at sea, but also strategic decisions, cross-functional coordination, and high-stakes leadership under pressure.
• One of my most complex challenges was overseeing a 25M$+ warship maintenance project involving defence shipyards, naval authorities, and senior command stakeholders. I drove alignment across these entities to deliver the project on time, to quality, and within budget, while avoiding cost overruns.
• During sea trials, I implemented rigorous quality assurance protocols that ensured peak operational readiness through consistent machinery reliability. These efforts translated into significant savings in the ship’s operational budget and reinforced long-term asset sustainability.
• Commanding a warship ship was not just about leadership at sea, it taught me how to take complete ownership, lead under pressure, stay calm in crisis, and bring out the best in my team.

Jun 2014 – Aug 2015 · 1 yr 2 mos

• Highlights: Oversaw a 20M$+ warship refit, ensuring timely delivery and lifecycle extension | Planned and executed high-stakes Theatre-Level Exercises and overseas deployments
• Serving as Second-in-Command and Executive Officer aboard frontline Indian Navy warship gave me a unique opportunity to lead a team of 50+ officers and 500+ personnel. I was responsible for driving operational effectiveness, people leadership, and mission readiness in some of the Navy’s most demanding environments.
• The assignment began with a 20M$+ warship refit, where I coordinated with naval maintenance agencies to ensure timely execution and technical excellence, preserving the ship’s operational integrity and extending its service life.
• On the operational front, I led planning and execution for multiple critical missions, including large-scale Theatre-Level Exercises where strategic thinking, speed, and seamless interoperability were vital.
• I also planned and executed multi-ship overseas deployments involving international naval exercises and presence showing operations, which helped advance India’s maritime diplomacy and defence posture.

Apr 2012 – Jun 2014 · 2 yrs 2 mos

• Highlights: Resolved critical aircrew shortage | Drove career progression, succession planning & HR policy modernisation | Billeting and career planning of 800+ aviation officers
• As Head of HR for over 800 aviation officers in the Indian Navy, I was entrusted with shaping careers, building leadership pipelines, and reforming personnel policies. All my actions during this assignment were aimed at aligning individual aspirations with evolving organizational needs.
• A major challenge I tackled was a critical shortage of aircrew that was impacting frontline readiness. By introducing a dual billeting system, I optimized resource deployment, enhancing operational efficiency, and delivering significant cost savings.
• In parallel, I worked closely with the Ministry of Defence and Ministry of Finance to planning, and execution of deputation assignments.
• This role blended strategic planning with people-first leadership. The most valuable lesson I took from it was the importance of empathy and clear communication, especially when making decisions that affect lives and careers.

May 2010 – May 2011 · 1 yr

• Second in Command, Operational Planning and Execution, Operational Logistics, Financial and Logistics management, Budgeting, Operational Training and HR Management

Apr 2007 – Jun 2009 · 2 yrs 2 mos

• Highlights: Trained & mentored 10 Mauritian pilots | Saved 150+ lives at sea | Intercepted multi-million dollar contraband | Strengthened Indo-Mauritian defence cooperation through enduring partnerships
• In this unique semi-diplomatic role, I had the honour of leading aviation training and operational missions on behalf of the Indian government for the Republic of Mauritius. My primary responsibility was to train and mentor Mauritian pilots, equipping them with the skills needed to protect their skies and maritime borders.
• Beyond training, I led the planning and execution of high-stakes international Maritime Surveillance and Search & Rescue operations. These missions had real, measurable impact, intercepting multi-million-dollar contraband shipments and rescuing over 150+ lives at sea.
• This assignment was more than a leadership role, it was about building trust, transferring capability, and strengthening India’s strategic partnership with Mauritius. It reaffirmed my belief in the power of collaboration, cultural empathy, and mission-driven diplomacy.

Jan 2004 – Mar 2007 · 3 yrs 2 mos

• Highlights: Trained and mentored 100+ naval aviators | Logged 2,200+ flying hours| One of the youngest instructors in the Navy | Pioneered Indian Navy’s first aviation e-classroom
• As one of the youngest flying instructors in the Indian Navy, I had the privilege of shaping the next generation of naval aviators. I flew over 2,200 hours, trained five ab-initio training observer batches and also proudly mentored more than 100 aircrew, instilling not just technical skill but also the confidence and discipline required for life in the skies.
• The role spanned multiple frontline squadrons and demanded precision flying under intense operational and instructional pressure. But what made it especially fulfilling was the chance to reimagine how we trained.
• Riding on the need for modernisation, I took the initiative to develop the Navy’s first-ever aviation e-classroom. By digitizing legacy training manuals and introducing interactive formats, we created a more accessible, efficient, and future-ready training experience for Naval aviators.
• It was a role that fused flying, teaching, innovation, and leadership, and one that continues to shape how I approach every mission that follows

Jul 1998 – Dec 2003 · 5 yrs 5 mos

• As an Operational Aircrew undertook mission planning and execution of Airborne operations and missions in conjunction with Fleet Operations.