14+ years leading delivery, resource planning, governance and operational excellence across consulting, technology and design organisations. BCG · EY · Tech Mahindra · NetBramha Studios.
I didn't set out to be a resource manager. I set out to make things work — and resource management turned out to be the thing that was most broken, most invisible, and most consequential in every environment I walked into.
14 years across four very different organisations — an IT services firm, Big 4, elite management consulting, and a lean design studio — and the pattern that emerged wasn't planned. It was revealed. Every role I've held has had one thing in common: the information leadership needed to make decisions either didn't exist or wasn't being surfaced. I built the systems that surfaced it.
At BCG I owned the Middle East DRS function and five India practice areas simultaneously, overseeing 15 people globally. At EY I was the single point of contact for Risk Transformation staffing across EMEIA, APAC, and Oceania. In both cases, my title understated the scope by a significant margin — a pattern I've since learned is structural, not accidental, in consulting environments.
More recently I've started building the tools I wish had existed — AI-powered operational infrastructure that reduces manual effort in delivery, resourcing, hiring, and reporting. 20+ tools, all live, without a developer background. That last part matters: the constraint is what sharpened the thinking.
Outside work: I'm working towards my PMP. I watch too much anime and build things nobody asked me to build. Talk to me about anime, football , cricket, and food — great conversations happen over a chai .
Each one taught me something the previous one couldn't. The lessons compound.
Program Manager for a 50+ person design and UX consultancy — spearheading delivery operations across 15+ concurrent engagements, including 4 enterprise retainers (~₹40L/month) and ₹50–75L fixed-bid programmes. Rebuilt the studio's delivery operating model from scratch: structured resource planning, weekly cadences, risk escalation paths, and RAG tracking. Consolidated 5 fragmented operational tools into a unified platform with Slack alerts, cutting ~15 hours a week of cross-team status updating down to one 1-hour review and reducing PM overhead by 30%. Built and deployed 20+ AI-powered operational tools independently. Directly managing CXO, VP, and Director-level client relationships. Mentoring junior PMs on scope negotiation, crisis navigation, and structured problem-solving.
Joined as a Workflow Coordinator and was promoted to Senior Project Coordinator within DRS. Program manager for Middle East DRS delivery — direct counterpart to Partners, Principals, and Project Leaders. Simultaneously led five India practice areas (Bengaluru + Gurgaon) at 200+ requests per day. Dual reporting to ME Head and India Head. Oversaw 15 workflow coordinators globally (8 direct). Supported 250+ consultants through capacity visibility systems. Ran a 30-60-90 utilization drive that took the team from 80% to 93% — not by pushing harder, but by fixing how work was allocated and unblocked. Built Power BI dashboards used by DRS Directors across ME, India, and APAC for capacity, retention, and cost-centre planning.
Single regional POC for Risk Transformation staffing across EMEIA, APAC, and Oceania. Owned weekly allocation, bench management, and demand-supply forecasting across time zones and matrixed skill pools. Managed resourcing relationships with senior stakeholders across three regions.
Managed project documentation, SOWs, invoicing, and delivery reporting across large IT engagements for Applied Materials. Client-facing for vendor onboarding and program coordination across concurrent tracks.
Two kinds of writing live here. Delivery Dilemmas — a 65-debrief series on real decisions, real trade-offs, and how experienced delivery leaders actually think when things don't go to plan. And thought pieces on operational truths I've figured out the hard way across BCG, EY, and 14 years of delivery. Not tips. Not frameworks. Documented thinking.
Every Delivery Dilemmas debrief follows the same eight-section structure. Not to be formulaic — because each section does a specific job that the others can't.
10 categories. 65 debriefs planned. The top three from each category are live — click any to read.
Filter by category or type. Live debriefs open immediately.
Client programs across research, fintech, and digital health — plus the internal tools and systems built to close operational gaps. All real. All shipped.
Purpose-built tools for delivery, resource management, and business operations. All live, all solving real problems.
Internal tools, side experiments, and works in progress. Built to solve specific problems — some stayed internal, some are still evolving.