Global Business Enabler
Founders bring me their technology and AI decisions. I answer them as business decisions.
Technology · AI · Strategy · Revenue · Expansion
Revenue that works, but only because you are in it.
Repeatable across cities, without you in every deal.
A model that survives a market you did not grow up in.
An organisation abroad, not a founder with customers there.
Sixteen years of building, operating and advising across technology, healthcare, SaaS, AI, sales and marketing. Most people advising founders on AI have never had to run a business on it. Seven of mine do.
My first client, in 2010, is still my client today.
Sams Techno Mech, pharmaceutical machinery manufacturing. Sixteen years of the same business, changing shape. That is the work.
A founder thinks in customers, revenue and outcomes. A technology team thinks in systems, architecture and delivery. When those two stop meeting in the middle, it shows up as cost long before anyone calls it a technology problem.
My job is to work out which of these is holding you back, and to say so when the answer is that you do not need the thing you called me about.
What to build, what to buy, what to leave alone, and whether the business is ready for any of it.
Where AI reduces cost, increases speed or creates revenue. Just as often, where it will not.
Translating between founders and technical teams so both are solving the same problem.
CRM, ERP, automation, data and reporting built for the business you are becoming.
Sales process, channels, acquisition and the technology underneath all three.
What has to change in the business, and in its systems, before it survives the next market.
Founders whose businesses already work, and who now want them to work at a different scale. You have paying customers, revenue that repeats, and a team. What you don't yet have is a business that grows without running through you.
Pre-revenue businesses and early-stage ideas. Not because they don't matter, but because this work assumes there is already a business to build on.
The decisions that matter do not fit into a one-hour session. I work with no more than six businesses at a time, over an extended period, and the engagement changes as the business climbs.
₹1–10cr, founder-led. Revenue is proven but not yet systematic.
Business Diagnostic, then quarterly strategic reviews.
₹10–50cr. Building repeatability, and a business that runs without you.
12-month advisory relationship. Monthly and quarterly reviews.
₹50cr+. Ready, or close to ready, for a market beyond India.
Advisory relationship plus an expansion mandate.
I run seven active ventures, none with more than five people, all heavily AI-assisted and none needing me day to day. I hold no more than six advisory relationships at a time. Engagements are structured annually and scoped to the business. Fees come after I understand the work.
I own the businesses that would do the execution, and a company that helps businesses raise capital. That is a conflict. I set out what I commit to about it on the advisory page, in full, before you ask.
Sixteen years, one manufacturer, three technology eras. Their digital presence has run through me the whole time.
I built the first technology stack, out of a small office in BKC. The company went on to raise over $190 million.
Venture-funded, six cities, thirty people. COVID took the path away and I wound it down. Investors took partial returns, every employee was settled, and those same investors have since offered to fund my next one.
Work delivered, directly and through my companies, for TCS, Deutsche Bank, Sika AG, Dish Network, HPCL, BPCL, University of Mumbai, Miami University, BMC and the Government of India.
Work delivered into twelve countries, named on the experience page.
When I have a technology decision to make, Allan is who I call. He does not answer it as a technology question. He asks what the business is trying to do, then tells me whether technology is even the right answer. I have been taking business decisions to him for years for exactly that reason.
I started building in 2010, before I had finished my engineering degree. Since then I have built and operated businesses across technology, healthcare, SaaS, AI and creative services — and kept studying alongside it.
BE in Computer Engineering, University of Mumbai (2011). MBA, University of the People, California (2019). Digital Transformation for Managers, executive certification, IIM Indore (2021). MTech, IIT Jammu (2023). PhD in progress since 2025, the joint programme run by IIT Patna and Lincoln University College, Malaysia.
Engineering taught me to read systems. Management taught me to read organisations. Building businesses taught me what happens after the strategy is written.
The first conversation is about your business — where it is, where you want it, and what is holding it there. If there is a fit, we work out what the relationship should look like.
Start a strategic conversationMumbai, India. Working with businesses locally, nationally and globally.