Bangalore, India
Most people see a business from one seat. I've spent a decade moving between three — and each one asks a question the other two can't answer alone.
About
I started out building loss models for retail credit portfolios at HSBC, which is a useful place to begin if you want to stop believing growth numbers at face value. Four years of consulting followed at Accenture Strategy — paper, steel, industrial conglomerates — and then due diligence for private equity at Alvarez & Marsal, where the job was to decide what somebody else's company was actually worth.
Since 2022 I've been on the other side of that table. At Navi I ran the CEO's office charter across lending, asset management, operations and finance. At Moneyview I led new initiatives and the company's first acquisition end to end, from sourcing through post-merger integration. I now run strategy and the Founder's Office at Cashfree Payments.
The through-line is that I've asked the same question — should this business exist, and what is it worth? — as an outsider judging it, as an acquirer buying it, and as the person who then had to go and build the thing. Most operators have never underwritten. Most investors have never operated. The interesting work sits where those two views disagree.
I studied civil engineering at IIT Kanpur and did my PGDM at IIM Ahmedabad. I grew up in Nashik. Outside work I read speculative fiction, sketch in charcoal, and follow Arsenal and Real Madrid with more optimism than either deserves.
Experience
Each role is tagged by which seat it was. The pattern matters more than any single line.
2026 — Present
Director, Strategy & Founder's Office
BuiltJun 2023 — 2026
Director, Strategy & Founder's Office
Built EvaluatedFeb 2022 — Jun 2023
Strategy & CEO's Office
Built EvaluatedJun 2021 — Jan 2022
Senior Vice President, Corporate Solutions Group
EvaluatedJul 2017 — Jun 2021
Strategy Consultant, India Business
AdvisedAug 2014 — May 2015
Analyst, Credit Risk Analytics
EvaluatedEarlier
Interned with Citi's Corporate FX Sales and Solutions desk in Global Markets, the only intern selected from IIM Ahmedabad that year, working on cross-border currency flows and RBI regulation. Before business school, engineering design at STUP Consultants on the Mumbai Metro.
Surface area
Stages of a business down the side, sectors across the top. Breadth reads across; depth reads down.
| Lending | Payments | Cards | Insurance & Savings |
Wealth & AMC |
Industrials | |
|---|---|---|---|---|---|---|
| DiligenceIs this worth doing at all | ||||||
| 0 → 1Standing something up | ||||||
| ScaleGTM, pricing, distribution | ||||||
| M&A & integrationSourcing through post-merger | ||||||
| Operating systemCadence, OKRs, decision rights |
Writing
Positions on Indian financial services, written to be argued with. Four lines of enquiry I keep returning to.
Why most Indian fintech businesses are won or lost on channel economics long before the product matters.
Pricing, credit quality, and the trade-offs that only show up two cohorts later.
When acquisition is genuinely faster, and the integration costs nobody underwrites.
Review cadence, decision rights, and how a founder's office makes an organisation faster rather than heavier.
Contact
Arguments with something I've written, questions about scaling or integrating financial services businesses, and conversations with people building in the sector.
I read everything. I reply to most things, slowly.