Executive leadership can be a lonely place.
The decisions are complex, the stakes are high, and the people you lead often can't be the people you turn to for perspective. Advice is everywhere. Space for honest thinking is rare.
My work is to create that space.
Who I work with
I work with founders, CEOs, and senior leaders who carry significant responsibility inside their organizations. Many are navigating moments where the demands of leadership are evolving — scaling a company, stepping into a larger role, managing complex executive teams, or operating in environments where the answers are not obvious.
Some lead venture-backed companies. Others lead large divisions inside global organizations. What they tend to share is a willingness to think deeply about how they lead and a recognition that leadership at this level benefits from a trusted thinking partner.
My approach
Most executive coaching today is highly structured — models, assessments, frameworks. Those tools can be useful, but leadership rarely unfolds according to a framework.
Our work focuses on what is actually happening in your leadership right now — the decision you are wrestling with, the team dynamic that isn't resolving itself, or the tension between what the business requires and what you believe is right.
The goal is not to provide answers. The goal is to sharpen thinking, surface what may be unseen, and help you lead with greater clarity, range, and judgment.
Because I spent 25 years operating inside large organizations and global brands — including Mars, Gap Inc., and The Body Shop — the work is grounded in real operating context. I know what it feels like to sit in the seat.
What we often work on
Navigating complex executive team dynamics
Leading through rapid company growth or organizational change
Managing board relationships and investor expectations
Making high-stakes decisions where the path forward isn't obvious
Stepping into a larger role where the expectations have shifted
Handling the personal pressure that comes with senior leadership
Sometimes the work begins with a specific issue. Often it expands into strengthening how you lead more broadly.
Leadership rarely gets easier.
It simply becomes more complex.
At a certain level, the questions are less about capability and more about judgment, perspective, and how you show up as a leader. That is where our work tends to focus.
Background
Most executive coaches come from academia, psychology, or consulting. I come from the roles my clients are in.
I spent 25 years as a senior executive at Mars, Incorporated, Gap Inc., and The Body Shop — building and leading teams, running P&Ls, navigating boardrooms, and making high-stakes decisions without a clear playbook. I know what the pressure looks like from the inside, not just from observation.
That operating experience shapes every conversation. When a client is wrestling with a board dynamic, a difficult executive hire, or a team that isn't performing, the work is grounded in the reality of leadership — not theory.
Beyond my corporate career, I've also built as an entrepreneur, served as a board trustee, and worked as a consultant — which means I've experienced leadership from the inside, the outside, and at the governance level.
PCC — Professional Certified Coach, International Coaching Federation
CPCC — Certified Professional Co-Active Coach, Co-Active Training Institute
MBA — Georgetown University, McDonough School of Business
Executive leadership training — Center for Creative Leadership
Originally from India, I built my career across three continents — leading businesses in North America, Europe, and Asia for some of the world's most recognizable brands.
What drew me to coaching wasn't a pivot away from that world. It was a recognition, after 25 years inside it, that the most consequential work a leader does isn't strategic — it's human. How they think under pressure. How they build trust. How they make decisions when the stakes are high and the path isn't clear.
I live in Marin County, California with my family. Outside of work, I'm drawn to long walks, good books, and conversations that have a way of going somewhere unexpected.
How engagements work
I work with a small number of clients at a time. Every engagement is one-to-one, unhurried, and built around what is actually in front of you — not a framework designed for a hypothetical leader.
Clients typically work with me for six to twelve months, though some relationships extend longer as new leadership challenges emerge. Conversations are candid, confidential, and often go deeper than people initially expect.
Over time, the work tends to shift from solving immediate challenges to strengthening the way you lead and make decisions more broadly. The goal is not simply to navigate the moment. It is to expand how you operate as a leader.
When leaders typically reach out
Visitors who reach this page often recognize themselves in one of these moments
They have stepped into a larger role and the expectations have changed in ways they didn't fully anticipate
The executive team dynamics are no longer working — and the usual fixes aren't landing
Growth has created leadership challenges they haven't faced before
Board or investor relationships have become more complex and harder to navigate
They need a confidential place to think through a decision that doesn't have a clean answer
If the timing is right, let's talk
I work with a small number of leaders at a time. The first conversation is a genuine exploration — no pitch, no process, no commitment required.