A career built around capability, performance and better business decisions.
I have spent more than twenty five years working where people, capability, technology, operations and business performance meet.
That work has taken me across technology, consulting, aviation, healthcare and nonprofit environments, at organisations including Accenture, Dell, Sun Microsystems, IBM, CAE and HelpMeSee. Along the way I have built and led teams, run complex global programmes, carried profit and loss responsibility, shaped learning and capability systems, worked with senior leadership teams and boards, and used technology to improve how people learn and perform.
The common thread was never learning for its own sake. It was the harder question underneath it. What does good performance actually require, and how does an organisation create the conditions for it?
Over time that question moved upstream. If role expectations are unclear, if capabilities are loosely defined, or if candidate evaluation leans on instinct, the bill arrives later as performance gaps, development effort, attrition and expensive hiring mistakes.
That is the thinking behind the current chapter. Alongside building RoleLens, I remain selectively involved in strategic capability, governance and advisory work where my experience can genuinely contribute.-
25 +
Years of experience
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8 +
Organizations
How I Got Here
My career did not follow a single straight line. It moved through enterprise learning, technology, operations, consulting, aviation and healthcare, often in roles where capability and business performance had to work together rather than exist as separate conversations.
At IBM, Dell, Sun Microsystems, CAE and HelpMeSee, I saw different versions of the same challenge: organisations usually know the outcomes they want, but translating those outcomes into clear capabilities, consistent evaluation and better people decisions is much harder.
Technology gradually became an important part of that work. Simulation, analytics and AI showed me that technology is most useful when it sharpens human judgement rather than simply automating activity.
RoleLens grew from that accumulated experience. It is an attempt to take the thinking I had applied downstream, to capability, performance and development, and move it upstream to one of the earliest and most consequential organisational decisions: who should be hired for a role, and why?
Career Highlights
- 130% business growth over two financial years while leading a CAE business unit.
- 40% improvement in training outcomes and 50% improvement in efficiency through simulation-enabled learning at HelpMeSee.
- Built and managed enterprise learning and capability operations across organisations including IBM, Dell, and Sun Microsystems.
- Led large-scale capability initiatives supporting geographically distributed workforces and complex operating environments.
- Managed significant commercial responsibility, vendor ecosystems and multi-disciplinary teams across learning, operations and technology.
What I Believe
Good outcomes begin with better decisions.
Technology can improve the quality and consistency of those decisions, but it should not replace judgement, context or accountability.
I believe organisations perform better when roles are clearer, expectations are explicit, evidence matters more than instinct, and capability is treated as a business question rather than an HR process.
That belief connects much of my earlier work with what I am building now through RoleLens.
Board & Governance
An operator’s perspective on oversight, accountability and execution
I am a Certified Independent Director through the India Institute of Corporate Affairs, and have previously served in board roles including HMS Vision PLC and the HelpMeSee India Foundation.
My view of a boardroom is shaped by years on the operating side of the table. Strategy has to survive contact with execution, technology has to produce measurable value, and people decisions eventually show up in the numbers.
I therefore tend to look at governance not simply through the lens of compliance, but through accountability, decision quality, organisational capability and the practical realities of execution.
EDUCATION & CERTIFICATIONEDUCATION & CERTIFICATIONEDUCATION & CERTIFICATIONEDUCATION & CERTIFICATION
- Post Graduate Programme in Artificial Intelligence for Leaders Great Learning in Association with the University of Texas at Austin
- Senior Management Programme Indian Institute of Management Calcutta
- Bachelor of Arts, English Language and Literature Utkal University
- Certified Independent Director India Institute of Corporate Affairs, Govt. of India
- PMP® (Project Management Professional) Project Management Institute, US
Selected Experience
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2026 - Present
Founder
RoleLens
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2024 - 2026
Strategic Training Consultant
Various
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2017 – 2023
Director
HelpMeSee
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2015 – 2017
Strategic Consultant
Peak Pacific Group / Straive
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2011 - 2014
Senior Manager
CAE
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2008 - 2011
Senior Project Manager
IBM
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1999 – 2008
Enterprise Learning & Leadership Roles
Sun Microsystems, Dell, Accenture, InfoPro & RocSearch