Chief Executive Officer India · Global perspective
The person behind
the decisions.
I lead businesses through the moments when ambition must become a different operating reality. My work has spanned enterprise renewal, market entry and the development of leadership teams able to sustain change beyond a single programme.
I believe the chief executive's responsibility is to connect the long view with the decisions made every day: where to compete, what to stop, where to invest and who will carry the next chapter. That means staying close to customers while creating a disciplined relationship between the board, the executive team and the organisation.
I bring a collaborative, direct approach to that work. I value thoughtful challenge, clear accountability and a culture in which difficult information travels quickly.
Open to Board appointments · Advisory roles · Speaking invitations
Languages / English · Hindi · Marathi
A leadership conviction
My task is to give the enterprise a direction it can act on. I make the choices about customers, capital and capabilities explicit, then give business leaders the authority and accountability to deliver. I want difficult information to reach the leadership team while there is still time to respond.
- 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
Career chapters
2020 — Present 01
Chief Executive Officer
Aldermoor Group
Accountable for enterprise direction, executive-team effectiveness and the operating choices that connect growth with durable performance. Working with the board to make strategic priorities, investment decisions and succession visible.
2016 — 2020 02
Business Unit President
Fairhaven Holdings
Led a business unit through a change in market position, aligning commercial priorities, operating capacity and leadership capability. Built experience translating enterprise ambition into decisions close to customers.
2011 — 2016 03
Managing Director, Asia Pacific
Harrow & Vale Industries
Built the regional business from a sales office into a full enterprise with its own manufacturing, brand and leadership bench. Opened four markets and led the first regional acquisition.
2006 — 2011 04
Director, Corporate Strategy
Meridian Consolidated
Shaped the portfolio review that exited two declining categories and funded the move into services. Learned how a board weighs reversible and irreversible decisions.
Board & advisory record
Current appointments
Northbridge Infrastructure Trust
Independent Director
Strategy · Nomination & Remuneration (Chair)
2022 — Present
The Lakeshore Foundation
Trustee
Investment Committee
2019 — Present
Earlier appointments
Calder Logistics
Non-Executive Director
Audit · Risk
2017 — 2021
Education & credentials
- MBA, Strategy & Finance
- Westbrook School of Management · 2004
- Advanced Management Programme
- Hartfield Business School · 2015
- B.Tech, Mechanical Engineering
- National Institute of Technology · 1998
Recognition
Chief Executive of the Year — Industrial
The Boardroom Review Awards · 2024
Top 50 Transformational Leaders
Capital & Governance Quarterly · 2022
Books & papers
The Discipline of Direction: Notes on Leading an Enterprise Through Change
Ashgrove Press · 2023
In conversation
The Boardroom Review / 2025
The CEO who stopped three businesses to build one
Capital & Governance Quarterly / 2024
Succession as strategy: lessons from an industrial turnaround
The Leadership Ledger podcast / 2023
Episode 112 — Choosing what not to do
Perspectives from colleagues
Rare clarity about what the enterprise will and will not do — and the patience to make those choices stick.
The most prepared chief executive I have worked with in a boardroom. Difficult news always arrived early.