Strategy is also a decision about what to stop
A leadership team can agree on growth while avoiding the choices growth requires.
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Chief Executive Officer United States · Global perspective
Open to Board appointments · Advisory roles · Speaking invitations
- Enterprise revenue led
- ₹18,400 Cr
- Across 22 markets
- Value created
- 3.1×
- Market capitalisation over six years
- Colleagues
- 41,000
- In manufacturing, services and retail
- Acquisitions integrated
- 7
- On time and within the thesis
The journal
Further reading.
- 02
The operating rhythm behind enterprise renewal
An enterprise review should connect customer signals, operating performance and investment choices.
- 03
What the board needs before the growth decision
A growth proposal should explain the customer opportunity, the capabilities required and the conditions under which management would change course.
Beyond the page
The record behind the perspective.
In the boardroom
- Northbridge Infrastructure TrustIndependent Director · 2022 — Present
- The Lakeshore FoundationTrustee · 2019 — Present
- Calder LogisticsNon-Executive Director · 2017 — 2021
Recognition
- Chief Executive of the Year — IndustrialThe Boardroom Review Awards · 2024
- Top 50 Transformational LeadersCapital & Governance Quarterly · 2022
In conversation
- “The CEO who stopped three businesses to build one”The Boardroom Review · 2025
- “Succession as strategy: lessons from an industrial turnaround”Capital & Governance Quarterly · 2024
- “Episode 112 — Choosing what not to do”The Leadership Ledger podcast · 2023
Rare clarity about what the enterprise will and will not do — and the patience to make those choices stick.
Continue the conversation
Ideas are tested in conversation.
For board, advisory and speaking invitations, and for readers who want to take an argument further.
- Board appointments
- Advisory roles
- Speaking invitations
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