I have not just studied; I have lived inside Life & Leadership..
Credentials strip
-
18+ years of Leadership and Organisational work across the globe.
-
TISS Mumbai - OD and Change Management 2018–2020
-
800+ projects as an Entrepreneur and anti-CEO
-
Author - Mantras of a Happy Life Fingerprint, 2025
My professional journey
12+ years at Tata Consultancy Services managing international clients across the UK and US—leading teams of 47 across delivery, quality, and stakeholder management. That is where the L&D work began: co-designing and delivering leadership and decision-making programs for large-scale deployment.
In 2019, I moved to Dramantram Productions as an entrepreneur—a creative agency that has delivered 800+ projects across brand, content, and communication.
Every framework I use in facilitation has been tested in a real organisation, with real consequences.
In parallel, I completed the Executive Programme in OD and Change Management at Tata Institute of Social Sciences, Mumbai—the academic grounding for what had been largely experiential learning until then.
The facilitation practice
Since 2016, I have been working independently as a facilitator and diagnostic consultant—designing and delivering behavior-driven programs for corporate clients across leadership, EQ, design thinking, and decision-making.
Developed the 4S Leadership Maturity Model, the Organisational Maturity Index, and the Session Maturity Index—proprietary frameworks built from real organisational observation, not academic theory.
Published my first book: Mantras of a Happy Life (Fingerprint Publishing, 2025).
Why the frameworks exist
The 4S Model, the Six Pillars, and the Unbinary mindset—none of these came from reading. They came from watching and observing. I watched how high-performing people make decisions that contradict their stated values.
Watching organisations build cultures that drain the people inside them. Watching leaders who have achieved everything they aimed for and are privately unsure what any of it was for.
The frameworks are an attempt to name what I kept seeing. The consulting practice is an attempt to make these frameworks useful. The book—Mantras of a Happy Life—is where it was all written down for the first time.
The Anti-CEO positioning
Anti-CEO is not a reaction to success. It is a specific positioning claim: the conventional high-performance CEO playbook—hustle, scale, validate, exit, repeat—is a stage, not a destination. It is S2 behavior: a Superiority state. Necessary. Not sufficient.
The anti-CEO frame asks what comes after the achievement. Not what you have built—but who you are becoming in the building of it. That question is where the work begins.