I turn complexity into clarity and ideas into action.

I’m a supply-chain and operations leader with a career spanning manufacturing, logistics, procurement, and global program management. I’m at my best when the problem is complex, the path forward is unclear, and success depends on bringing people together around a practical plan.My perspective has been shaped by movement. I was born in India, raised in the United States, and have lived and worked across ten cities in the United States and Europe. Along the way, I have studied in Barcelona and Buenos Aires, collaborated with teams across the world, and climbed mountains including Kilimanjaro and Elbrus.Those experiences have made me curious, adaptable, and comfortable in unfamiliar environments. They have also shaped my leadership style: listen first, understand the system, identify what matters most, and build solutions that work for the people responsible for delivering them.Outside of work, I care deeply about writing, community, and helping people find and use their voices. I currently serve on the board of the Bureau of Fearless Ideas, a Seattle nonprofit that supports young people through creative writing and storytelling.I believe meaningful progress happens when ambitious ideas are matched with strong execution, thoughtful systems, and people who care about the outcome.

Building the next chapter with intention.

After several years at Amazon, I made the deliberate decision to step away and focus my next chapter on work where strong execution can create meaningful impact.I am looking to join a mission-driven organization where I can lead at the intersection of strategy, operations, and impact. I am especially drawn to ambitious organizations tackling consequential problems and operating in environments where operational excellence directly shapes the outcome.I am most energized by turning ambitious goals into clear, executable plans, whether that means building operating rhythms, improving decision-making, strengthening complex systems, or aligning teams through transformation. I add the most value when the mission is meaningful, the challenge is complex, and the path forward still needs to be defined.Alongside my professional search, I am leading fundraising and growth initiatives as a board member of the Bureau of Fearless Ideas. I am also writing about purpose, ambition, and what happens when we stop optimizing only for achievement and begin building around alignment.This chapter is not about stepping away from ambition. It is about becoming more intentional about where that ambition is directed.

Undergrad and Early Career: Data and Supply Chain Fundamentals

At Penn State, I studied Management Information Systems and Supply Chain Management, where I became interested in how data and operational decisions shape business performance.During a seven-month production-planning co-op at Johnson & Johnson, I planned 12 Neutrogena SKUs representing $12 million in annual sales and earned my Lean Six Sigma Yellow Belt by creating an in-house pallet-cleaning process that saved $80,000 annually.I later joined L’Oréal as a demand-planning intern, where I built a Forecast Value Added dashboard comparing SAP forecasts, planner-adjusted forecasts, and actual sales. The analysis helped improve forecast accuracy by 18% for selected SKUs.After graduating, I joined Saint-Gobain’s supply-chain rotational program, working across production planning, logistics, procurement, and process improvement. I planned production across three manufacturing sites, managed raw-material sourcing, supported supplier diversification during COVID-19, and completed operational-improvement projects at plants across the country.Together, these experiences taught me how to combine data, frontline insight, and practical execution to solve complex operational problems.

MBA School: Developing an International Perspective

I chose to pursue my MBA at IESE Business School because I wanted to expand beyond a U.S.-centric view of business and learn alongside people with fundamentally different experiences and perspectives. Ranked the fourth-best business school globally by the Financial Times in 2025, IESE brought together students from more than 60 countries and made global collaboration part of the everyday experience.I was elected class representative, serving as a bridge between the student body and faculty. I also organized formal and informal events for as many as 400 people, helping strengthen connections across a highly international community. IESE broadened how I think about leadership: not simply as setting direction, but as listening across cultures, building trust, and creating alignment among people who may approach the same problem very differently.

Mid Career: Leading Operations Scale

During my MBA, I interned at Amazon’s largest fulfillment center in Europe, where I reorganized the packing-station box layout to save 1.5 seconds per packer—an estimated $980,000 in annual savings.
The experience also taught me Amazon’s one-way and two-way door framework: move quickly on reversible decisions, but slow down when choices are costly or difficult to undo.After graduating, I returned through Amazon’s Pathways program as an Operations Manager in Philadelphia. I led up to 130 employees and six managers processing 70,000 to 110,000 packages daily.I also developed two managers who successfully passed independent promotion panels. Both were promoted again after I left, an outcome I consider one of my most meaningful leadership achievements.These experiences taught me that strong operational leadership is not only about delivering results, but also about making sound decisions and building leaders who continue to grow.

Mid Career: From Local Execution to Global Program Strategy

I later became a Senior Program Manager at Amazon, leading an $88 million global delivery-uniform program serving 400,000 drivers across 15 countries.I managed vendors, budgets, product development, inventory strategy, and cross-functional partnerships across operations, finance, legal, design, technology, and regional teams. I launched new products, redesigned the global storefront, and built AI-powered forecasting and inventory dashboards that reduced excess inventory by 87%.I also strengthened how uniform compliance was measured by improving auditor training and introducing independent validation, giving leaders more accurate and trusted performance data.The role taught me to move seamlessly between global strategy and frontline execution: designing programs at scale while ensuring they worked for the people using them every day.

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