"The best financial strategy isn't found in a spreadsheet; it’s found in the delicate balance between the audacity of the vision and the reality of the working capital."
BACKSTORY
I’ve spent the last 30 years learning a truth that many founders discover too late: growth is a vanity metric, but unit economics is sanity. My career has been defined by the tension between these two forces. I cut my teeth in the rigorous, process-heavy worlds of Coca-Cola and Walmart, where I learned that at massive scale, a 1% leak in the supply chain isn't a rounding error—it’s a crisis.
When I joined Lenskart in 2015, we were a high-growth startup with a bold vision. By the time I left 7.5 years later, we had evolved into a global omnichannel business with over 1,250 stores across India and Southeast Asia. During that period, revenue scaled from ₹72 crore to over ₹3,500 crore annually. I also played a pivotal role in the acquisition of OWNDAYS, a leading Japanese optical retailer with a strong presence across Japan and Southeast Asia. Growth at that velocity isn’t just about opening stores — isn't just about opening doors; it’s about building the financial "nervous system" that can support that weight without collapsing. I’ve sat at the table for every fundraising round and every strategic pivot, ensuring that as we moved faster, our governance stayed tighter.
At Noise, I’m doing it again in the hyper-competitive world of connected lifestyle tech. Whether it’s optimizing the EMS ecosystem for local manufacturing or fine-tuning the product mix to protect margins, my role is to be the pragmatic partner to the visionary. I’ve realized that my "people filter" is unique: I look for founders who are "product-obsessed" but "fiscally-curious"—those who realize that a strong CFO doesn't say "no," they say "here is how we afford to say yes."
My "superpower" is institutionalizing the hustle. I bridge the gap between the raw energy of a founder-led startup and the disciplined governance required for a global IPO or a strategic exit. After three decades across FMCG, Telecom, and E-commerce, I don’t just see the numbers on a P&L; I see the inventory cycles, the vendor relationships, and the capital strategy that those numbers represent.
I look for the "spiky" entrepreneurs who are ready to stop just "selling" and start "building." I’m here to provide the financial rigor and the global expansion playbook that turns a high-growth brand into an enduring institution.