I have spent the last twenty-two years building things you cannot see.

01 · The Arc

From a Jammu classroom to a billion-rupee portfolio.

I grew up in Jammu & Kashmir and went to Kendriya Vidyalaya before reading Information Technology at NIT Surathkal. The first job came at First Consulting Group / CSC in 2004 — small enough that you got to break the production database before lunch, and small enough that the senior architect would teach you how to fix it before tea.

At Wipro Technologies, I learned what enterprise consulting actually means: that the slides are a means to a system, not the other way around. Oracle Retail became my craft. I ran conference-room pilots at the kind of large retailers where every requirement carries a footnote, and every footnote carries a P&L.

The years at Tesco were the formative ones. I led the migration of the UK and Ireland retail core off the mainframe to Oracle Retail on Exadata — one of the largest retail tech transformations in Europe at the time. I shipped 200+ retail-suite modifications, helped the delivery org cross over from Waterfall to Agile, and learned what scale really feels like.

Then a leap. At M.H. Alshaya I headed e-commerce, omnichannel and digital across a region — Mothercare, H&M, Victoria's Secret and more. We built a Global Capability Centre in Bangalore from a whiteboard sketch to a hundred-and-twenty engineer organisation, and grew online revenue by 150% along the way. It was the first time I saw, end-to-end, what it takes to convert a corporate strategy into talent and code.

At Wells Fargo, the seat changed shape. As an Executive Director and then a VP in product management, I led shared services for compliance, watched the first industrial use of Agentic AI inside a regulated bank, and made my peace with the fact that the operating model is the product.

And then, in 2026, I came home. The Jammu Smart City programme had stalled. I was asked to lead its IT — a ₹1 Billion portfolio covering the Integrated Command & Control Centre, ITMS, AI-powered waste management, GIS, and the QR-based digital door-number scheme. I said yes. The next chapter is in public service.

Coaching, advising and teaching arrived alongside, almost by accident. Mentees from earlier organisations kept finding me. A few institutions invited me to speak. I realised what I'd assumed was idiosyncratic — bridging the corporate and public sectors — was, in fact, the rare skill I could teach.

The bridge between private-sector commercial agility and public-sector governance is not metaphorical. It is the most useful sentence I know how to say.

02 · What I believe

Four working convictions.

Technology is only as good as the institution it serves.

I have watched well-architected systems fail because the institution couldn't absorb them, and humble systems thrive because the institution was ready. The institutional design — incentives, governance, talent — is the deciding variable. Code is the easy part.

Replicability beats genius.

The frameworks I care about are the ones a tier-3 city or a first-time manager can actually use. The job of a senior practitioner is not to make brilliance look effortless; it is to make competence repeatable. Anything I cannot write down for a peer to follow is not yet finished thinking.

Ethics is not a compliance checkbox.

It is the operating system of leadership. I wrote a long essay on David Hume and ethical AI for this reason — the philosophy comes before the policy, and a leader without a settled view of what is good will outsource the question to the loudest voice in the room.

Mentorship is a duty, not a hobby.

I do not believe senior practitioners have a choice about whether to mentor. We have a choice about whether to do it well. This is one reason this site exists — to convert a part-time, ad-hoc commitment into a sustained, generous practice.

03 · Outside work

The non-corporate paragraph.

I live in Bangalore with my family but my centre of gravity remains Jammu & Kashmir. I read more philosophy than productivity books. I am an Indian, comfortable with Western enterprise audiences, who would still rather take chai over coffee. If you find me on a Sunday I am probably reading, walking, or arguing affectionately with a sibling.

04 · How to work with me

Three doors.

If any of this resonates, here are the most useful ways we might work together: