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Leadership Advisor.
Keynote Speaker.
Former Engineer.
I help leaders and organizations build high-performing teams by reducing friction, rebuilding trust, and improving the quality of decisions under pressure.
How it Began
In 2004, I left Mumbai with a one-way ticket, a computer science scholarship, and every expectation that hard work would be enough.
It was — for a long time.
I spent fourteen years as a technologist inside fast-moving organizations. I delivered. I performed. I adapted. I learned to operate in environments that moved fast, demanded more, and rarely paused to ask how the people inside them were actually doing.
I was one of those people.
That experience — of living inside a high-pressure system and feeling what leadership decisions actually do to people — is the foundation of everything I teach today.
The Turning Point
In 2019, I made a decision that looked, from the outside, like a breakdown. I quit a well-paying job in tech — not because the work wasn’t meaningful, but because the leadership wasn’t.
I had spent years watching decisions get made — about teams, about priorities, about people — without enough consideration for the human cost. I had watched high performers quietly disengage. I had watched trust erode.
Leaving was terrifying. It was also the most honest thing I had ever done.
What That Led To
When I left tech, I didn’t go looking for a leadership framework. I went looking for the people who were hurting.
I found them quickly. Women, mostly — navigating the same high-pressure environments I had just left.
I worked with those women on burnout, identity, and self-worth.
That work changed me. And it taught me something I hadn’t expected.
The women I was working with weren’t struggling because they were weak. They were struggling because of decisions being made upstream by leaders.
I was treating the symptoms. The cause was somewhere else entirely. So I followed the problem upstream.
That is how I arrived at the work I do now: from watching what poor leadership actually does to people, up close, over years.
Her Shakti — my platform for women’s leadership — is where that original work continues.
I realized I was working downstream of the real problem. The burnout, the disengagement, the erosion of self-worth — those weren’t individual failures. They were organizational outputs. Leadership decisions, compounded over time.
Who I Work With
I work primarily with technology and knowledge-driven organizations — the kinds of environments where the pace is high, the complexity is real, and leadership decisions have outsized consequences.
My clients bring me in when something isn’t working and they’re honest enough to ask why. When a high-performing team keeps losing people. When execution is strong but trust is thin.
I work through keynotes, workshops, and advisory engagements.
I have worked with organizations including GE Aerospace, Amazon, Microsoft, Morgan Stanley, and Yale University. I am a TEDx speaker (TEDxOcala). I hold a Master’s degree in Computer Science from the University of Delaware.
But the credential I rely on most is fourteen years of sitting inside the systems I now help leaders redesign.
