Work

What I get called in for

• Bringing clarity to cross-team initiatives with complex dependencies and shared ownership.
• Turning ambiguous goals into execution systems teams can trust.
• Reducing operational drag — support load, instability, and hidden costs — without lowering the bar on quality.
• Helping teams move faster by investing in the right abstractions, guardrails, and platforms.

How I operate

• I start by establishing clear success criteria and a shared “right to win” — aligning team strengths, platform leverage, and domain context before execution begins.
• I treat experimentation and GA differently: optimizing for speed and reversibility when learning matters, and for correctness and trust when commitments are real.
• I hold quality and operations as first-class outcomes, not hygiene work deferred to “later”.
• I delegate problem discovery in operations to senior ICs, and focus my time on alignment, prioritization, and system-level decisions.

Where my judgment applies

• Cross-team alignment and dependency management for initiatives that span multiple product and platform surfaces.
• Prioritization of strategic operational investments — deciding when to trade short-term roadmap progress for long-term platform health.
• Framing options during escalations so leaders can make informed trade-offs, rather than reacting to symptoms.

Representative work

A few examples that reflect the kind of problems I’ve taken ownership of — focusing on organizational impact rather than exhaustive detail.

• Led the unification of multiple acquired products into a single merchant experience at Razorpay, bringing self-serve onboarding, support workflows, and operational tooling onto a shared platform. This reduced fragmentation across teams, improved brand coherence for merchants, and created a foundation to increase revenue per customer while lowering churn.
• Owned a multi-quarter effort to reduce support volume in Razorpay’s largest product line by investing in self-serve resolution, consolidating agent tooling, and improving observability with the payments platform. The work materially reduced operational cost, recovered contractor capacity, and improved SLA adherence without degrading customer experience.
• Partnered with product leadership at Atlassian to run multiple experimentation cycles aimed at expanding Jira adoption beyond technical teams. Established ways of working that balanced speed of learning with rollout safety, resulting in several experiments progressing to GA while maintaining reliability and support readiness.
• Took explicit ownership of operational efficiency in Atlassian’s Work Item domain, where a significant portion of engineering capacity was tied up in reactive support. By reshaping prioritization, volume reduction strategies, and support tooling (including LLM-assisted workflows), the org reduced run-the-business load while improving customer support SLAs.
• Earlier in my career, scaled high-throughput ad-serving and programmatic systems at Media.net, where reliability and cost efficiency directly impacted revenue. In parallel, helped grow the Bangalore engineering organization from its early days into a large, stable delivery center.

How my work has evolved

• From optimizing individual teams to caring for engagement and motivation at the org level.
• From quarter-level execution to shaping inputs into product and business strategy.
• From delivery focus to explicit ownership of cost, reliability, and operational health.