Four chapters. The same habit runs through all of them: find the work that falls between teams, and own it.
In 2014 I started Cloth Wagen, an apparel brand, simply to keep my ADHD brain busy. It later moved into event merchandise. I took care of everything: procurement, vendor negotiation and inventory, from purchase order to invoice. The first idea was pet memorial merchandise. I switched to event merchandise because it made production planning easier, and it taught me that a process is only real if someone can run it on a bad day.
A Mumbai workshop, where it all starts. The kind of kid who couldn't leave a machine alone. If it had screws, it was getting opened. That turned into a B.Tech in Mechanical Engineering at NMIMS plus an honors track in Robotics & IoT, because one discipline was never quite enough.
Soldering boards, wiring sensors, breaking things until they made sense. Mechanical engineering taught me how things break. Robotics and IoT taught me how to make them move. That instinct never left, it just moved from machines to organizations.
At MINEMAN Systems I led project implementations for land mining companies, moving operations, logistics, and finance into SAP. Then 2022 brought the AI era, so I started experimenting with what it could do. My first project that worked was the test case file automation: it took the ticket description a person was working on and wrote how testing steps with acceptance criteria based on how system should behave if the ticket was done right.
A Master of Supply Chain Analytics at Rutgers, sourcing end-of-life and last-time-buys with Becton, Dickinson and Company on critical components across 457 SKUs, and a product manager role at KeelWorks Org. After moving back home I joined Tessol, where I rebuilt the service process across India and delivered the internal ticketing platform built to replace a paid third party tool. This was the first time I was able to use the technical knowledge from my mechanical engineering days. Glad I paid attention back then.
Positions I would defend in a meeting. Each one cost me something to learn.
Three jobs in a row I ended up fixing the bottleneck that sat between teams and belonged to no one. The SAP test generator and the help documentation revamp both started that way. I stopped calling it luck and started looking for the next one.
AI does the data entry under fixed rules. Anything outside the rules hits an escalation flag and goes to a person. I give it full context, it updates the Apps Script to my design, I run the result. The routine runs itself, and people only see what needs judgment.
MVPs change weekly and urgent work keeps pushing go live. So I build the new process on the old tool first. The team learns early, and there is a working fallback if something breaks during the pilot. Over time I have realized that this approach makes the pilot time short and the transition smoother.
Vendors finish projects the way that costs them least, not the way your SOP says. Borrowing the risk transfer logic of freight INCOTERMS, I write handover documents where the responsibility moves rather than the work.
Things I do outside the job, on purpose. Each one is a small experiment in being seen.
no script. no prep. just speak.
1 random topic every day for 30 days
watch me figure it out 🎡
Volunteer Staff · Aug 2014 to Mar 2017
Student Volunteer · Sep 2012 to Mar 2014
Volunteer Staff · Aug 2017 to Feb 2018
