Areas of practice
The domains in which I have carried accountability, and the judgement I bring to each.
How I lead
Strategy should make a consequential choice clearer. I examine assumptions, alternatives and capability demands, then help the organisation connect its chosen direction with capital, ownership and a disciplined plan to learn.
At scale
₹6,200 Cr
Portfolio reshaped
Exits, entries and partnerships
4
New growth businesses
Incubated to independent scale
15
Strategic partnerships
Across three continents
2030
Strategy horizon
Approved by the board, funded and tracked
In practice
Case 01
A portfolio review had become a debate about individual business plans. I developed a common view of market attractiveness, enterprise fit and capability requirements so the leadership team could compare strategic options. The discussion shifted toward the choices that mattered across the portfolio rather than defending each existing allocation.
Case 02
A growth opportunity depended on assumptions the organisation had not tested. We separated the reversible steps from the commitments that would be difficult to unwind, defined learning milestones and considered partnership options. The resulting recommendation connected ambition with an explicit plan to reduce uncertainty.
Case 03
Strategic priorities were being added without changing budgets or leadership attention. I worked with business-unit leaders and finance to connect the chosen priorities to resource decisions, named owners and review milestones. The strategy review became a place to address trade-offs and dependencies rather than restate the ambition.