I started as a Java engineer in 2010 and spent the first stretch of my career close to the code — payroll automation for a Fortune 5 client, then the enterprise HR platform work for GE where I ended up leading a ten-person analyst team across three time zones. That period taught me the thing I still lean on hardest: enterprise software fails on organisational problems far more often than technical ones.
The move into product was gradual and then sudden. I'd been shaping requirements for years, but the first time I owned the what and the why rather than the how — a multi-state cannabis compliance platform, where a single line of regulation could invalidate a quarter of the roadmap — I understood the difference between documenting a decision and making one.
Since 2025 I've been running product across three concurrent SaaS lines with a thirty-plus person cross-functional organisation, and leading the company's AI transformation. The two are more connected than they look. Getting an organisation to adopt AI is the same discipline as getting a market to adopt a product: you find the workflow where the value is obvious, you make failure cheap, you instrument it, and you let the evidence do the persuading.
In parallel I've shipped four products end to end. DuCase — legal case management for Indian law firms — is the one I'm proudest of, because it has paying customers and because building it forced me to own pricing, positioning, and support alongside the roadmap. Nothing sharpens product judgment quite like being the person who reads the churn email.
I did the PG in Product Management at IIM Indore and an MBA at Manipal along the way, mostly to pressure-test instincts I'd formed on the job. And I still build — React, Supabase, Vercel, n8n, Claude Code. Not because a Director should be writing production code, but because a product leader who can't read the system is negotiating blind.
Outside work I'm in Noida with family. I spend more time than is reasonable on the design side of things — I led our company's brand and identity revamp, logo and colour system included, largely because I couldn't leave it alone.