Most executives at this level came up through large corporations only. They know the systems but not the risk. I've done both — Fortune 50 discipline and founder accountability. That combination is rare at the $50M–$500M level.
The corporate side
15 years at Dell Technologies — rising to Director level with full P&L ownership, $12M+ annual operating budgets, and teams of up to 165 across four countries. At peak: driving the deployment of an ML model across 15,000+ B2B agents in 80 countries, leading a 4DX cultural transformation for 7,000 employees (one of Dell's top-five chairman-level priorities), delivering $50M+ annual cost reduction, and leading M&A integration across Compellent, Force10, and KACE simultaneously.
I hold a USPTO patent for a machine learning model deployed on Salesforce's service lifecycle — 10% resolution time reduction, 130 bps CSAT improvement, 500% Hyperautomation ROI. Dell President's Award — 1 of 2 recipients from 35,000 employees. TSIA STAR Award for AI innovation in service operations.
I know what world-class operations look like from inside a Fortune 50. More importantly, I know what breaks when a PE-backed company tries to operate at that standard without the infrastructure — and exactly how to build it.
The entrepreneur side
In parallel with my corporate career, I founded and scaled businesses across manufacturing, real estate, and construction. The most instructive: Kanish Plasters, built from a single founder to a 300-person operation delivering 3 crore+ square feet across South India. No external funding. No safety net. Consistent 2× annual revenue growth. Today a fully systems-led business that operates without me.
When I sit across from a CEO navigating PE ownership, I'm not theorizing. I've felt the weight of payroll, the pressure of investor scrutiny, and the satisfaction of watching a business run without you.
Today
I lead business transformation for PE-backed and mid-market companies, covering post-acquisition integration, ERP and IT modernization, and AI-enabled operations, as an interim leader, independent advisor, or full-time executive, depending on what the situation requires. Current engagement: leading operational and IT transformation for a PE-backed manufacturer ($600M+ revenue, 28 US/Canada locations), partnering with the CIO on a three-year IT roadmap spanning ERP modernization, AI, and active carve-out support.
I'm also open to full-time leadership roles at PE-backed and mid-market companies navigating a critical transformation: post-acquisition integration, ERP and operating-model change, or AI-enabled operations.
I work with a small number of clients at a time — always hands-on, always accountable for outcomes. If you want a firm with 200 partners and a polished deck, I'm not the right fit. If you want someone who sits in your leadership team, owns the roadmap, and tells you the truth — let's talk.