A career spent building capability, scaling operations and improving performance.
My career has moved across enterprise learning, technology, operations, consulting, aviation and healthcare, but the work has usually sat at the same intersection: translating business requirements into clearer capabilities, stronger execution and measurable outcomes.
Across organisations including Accenture, Dell, Sun Microsystems, IBM, CAE and HelpMeSee, I have built teams and programmes, managed complex operations, worked with global leadership, carried commercial responsibility and used technology to improve how people learn and perform.
The chapters below are less a list of jobs than a record of what I was responsible for building, changing or making work better.
Different industries. Different roles. A consistent focus on performance.
A career shaped across some remarkable organisations
Founder & Director
RoleLens | 2026 – Present
- I founded RoleLens to address a problem I had increasingly seen from the other side of the organisation: businesses invest heavily in capability and performance after people join, while the decisions that determine who joins can still begin with unclear role expectations and inconsistent evaluation.
- RoleLens is being built as a B2B hiring decision intelligence platform that brings organisational context, role clarity, structured evaluation and evidence into enterprise hiring decisions.
- As founder, my role spans product direction, business strategy, enterprise positioning, partner and advisor engagement, operating model, governance and the practical work of taking the company from idea to an enterprise-ready product.
Strategic Training Consultant
Various | 2024 – 2026
- Advised on healthcare simulation and capability-building initiatives, including training strategy, learning architecture and technology-enabled delivery models.
- Supported organisations in translating business and performance needs into practical learning solutions, with a focus on scalability, effectiveness and measurable outcomes.
- Worked with senior stakeholders on programme design, operating approach and implementation priorities across complex training environments.
Global Director, Training & Learning Strategy & Head India Operations
HelpMeSee Inc. | 2017 – 2023
- Led the development and global deployment of simulation-enabled cataract surgery training, contributing to a 40% improvement in training outcomes and 50% improvement in training efficiency.
- Held broader India operating responsibility, leading multidisciplinary teams and coordinating technology, courseware, training operations and global stakeholder requirements.
- Worked across leadership, medical experts, technology teams and international partners to build a scalable capability model supporting HelpMeSee’s global mission.
- Served in governance roles with HMS Vision PLC and the HelpMeSee India Foundation, bringing an operating perspective into strategic and board-level discussions.
Strategic Consultant
Straive & Peak Pacific Group | Mar 2015 – Aug 2017
- Advised leadership on market positioning, go-to-market strategy and business development, supporting growth opportunities across learning and aviation-related solutions.
- Worked directly with senior leadership on client acquisition, partnerships and commercial strategy, translating market opportunities into practical growth initiatives.
- Designed and advised on enterprise learning and capability solutions, aligning technology-enabled learning approaches with client and business priorities.
Senior Manager, Training Solutions
CAE | Mar 2011 – Jun 2014
- Led a business unit with end-to-end commercial and operational responsibility, spanning client engagement, delivery, capability, partnerships and business performance.
- Delivered approximately 130% business growth over two financial years, expanding the unit through stronger client relationships, service capability and execution discipline.
- Built and scaled a Centre of Excellence of more than 150 professionals, supporting complex learning, training and aviation-related programmes.
- Worked across global stakeholders, customers and multidisciplinary teams to translate business requirements into scalable operating and capability solutions.
Senior Project Manager – Learning & Knowledge
IBM | Nov 2008 – Mar 2011
- Led complex global learning and capability programmes across geographically distributed teams, clients and delivery stakeholders.
- Managed a portfolio of programmes with an aggregate value of approximately US$5 million, balancing delivery quality, timelines, commercial expectations and stakeholder priorities.
- Coordinated cross-functional teams, vendors and senior stakeholders to deliver large-scale enterprise learning solutions in complex operating environments.
- Strengthened programme governance, execution discipline and stakeholder alignment across initiatives requiring consistent delivery at global scale.
Earlier Enterprise Career
Sun Microsystems | Dell | Accenture | InfoPro | RocSearch | 1999 – 2008
- Built my early career across enterprise learning, programme management, capability development and technology-enabled training in global and fast-growing organisations.
- Worked across client-facing and internal roles involving learning design, delivery operations, stakeholder management and large-scale workforce capability initiatives.
- These years provided the foundation for the operating, commercial and leadership responsibilities that followed at IBM, CAE and HelpMeSee.
BOARD & GOVERNANCE
An operating perspective on oversight, accountability and execution.
Certified Independent Director
India Institute of Corporate Affairs
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 perspective on governance has been 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 business performance.
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.