Where it began
I started at Tata Consultancy Services as a systems engineer, which is a useful place to begin if you eventually want to understand why organisations fail to ship. Then JBIMS for an MBA, then Cipla, running the P&L for a health vertical and learning what it means to own a number rather than advise on one.
The building years
In 2016 I co-founded Prarambhan Group, a brand strategy and design firm. Over the next few years we serviced 100+ clients and built 30+ brands across FMCG, BFSI, education, real estate and logistics, while our sister venture BigMyGig reached 65,000+ artists. I spent a year in Amsterdam setting up European operations.
It was an education in doing the work at the edge of strategy and execution, repeatedly, across categories that had nothing in common. The pattern that emerged is the one I still work on: the brief is almost never the problem.
The unicorn years
In 2019 I joined CoinDCX as SVP and Head of Brand, Marketing & Communications, reporting to the founders. We grew the function from one person to 60+, acquired 13 million users in under 12 months, and built the brand into India's first crypto unicorn at a $2.1B valuation.
We did it in a category where Meta, Google and Twitter had all banned the product, under a regulatory question that was still open, during a pandemic. Building a category and a brand simultaneously, with the obvious channels closed, is the hardest and most instructive thing I have done.
What I do now
Since then I have worked across fintech, travel and AI — CMO at Tap Invest, President at Cox & Kings through its relaunch, advisory at KoinBX, and founding AssetWorks AI.
Across all of it the pattern holds. The companies that win are not the ones with the best strategy decks — they are the ones that execute against a clear strategy without losing the plot. That is the work I bring to founders: taking the operating seat inside the company rather than advising from outside it.