Two founders. Direct accountability.

Software architect at Adidev Industries in Hosur since 2023, where the work is manufacturing: ERP and procurement systems carrying OEM–supplier workflows, order lifecycle, sourcing and analytics — architecture, development oversight, QA governance, deployment and delivery, owned end to end rather than handed along. The invoice that disagrees with the goods receipt note, on the front page of this site, is not an illustration picked at random. It is the job.

Before that, data platforms: Comcast's XRM analytics through Tulasea and UST, building the pipelines that pulled scattered sources into one place. Before that, two years at NielsenIQ in Chennai on retail and CPG data — market segmentation, a sales forecasting model, the drivers of brand loyalty. Before that, network engineering at GEE VEE FAB in Hosur, automating monitoring and maintenance in Python until most of the manual work was gone. Computer science engineering at Adhiyamaan College, Hosur.

Shipped along the way, among others: procurement tracking and supplier follow-up for an automotive manufacturer, student admission and onboarding for a global education group, a reporting warehouse and reconciliation engine feeding that group's finance team, an internal chatbot, and a booking app that replaced a spreadsheet. Clients are unnamed here for the same reason they are unnamed everywhere else on this site — the agreements make that their call, not ours. Different industries, one task in different clothes: find the manual step between two systems that should already be talking to each other, and remove it.

Doing AI started from a complaint I kept hearing. Companies were paying for AI strategy and getting slides back: a set of recommendations, an implementation roadmap, and no working software at the end of it. The technology was ready. What was missing was anyone willing to build the thing, wire it into what the company already ran, and still be there when it broke on an ordinary Tuesday. So the company is built the other way round. Scope and price are fixed before anyone writes code, the first system goes live in weeks rather than quarters, and it runs inside the tools your team already opens. If I cannot see the path to production on the first call, I say so on the first call — before you have paid for anything.

Eight years across three high-growth companies. At BYJU'S he worked customer acquisition and business development, close enough to the sales floor to learn how a customer base is actually built rather than described. At GrowthSchool he scaled growth across markets — large-scale performance operations, acquisition funnels, and the experimentation needed to tell which changes moved a number and which only looked like they had. At Jain Online the remit widened again: growth strategy, performance marketing, automation, CRM, lead management, analytics, customer journeys, partnerships and market expansion.

Running all of that at once teaches the same lesson repeatedly. As a business grows, so does its overhead. More customers mean more processes; more leads, more follow-ups; more teams, more coordination; more data, more decisions. Most companies answer with more people and more tools, and end up paying for the coordination instead of the work.

He leads growth, business development, client relationships and expansion here, and he is usually the first person you speak to. His test for any build is the one the whole company applies: does it fit the way the business already works, or does it ask everyone to work differently to suit the software? The second kind gets bought, praised, and quietly abandoned.