Explore my work.

My work in AWS Console Experiences connected enterprise customer discovery, shared platform ownership, and launches spanning the wider AWS organisation. I worked with 30+ Fortune 500 enterprise customers on the different needs of IT administrators and developers, then translated those needs into Console experiences, public APIs, and launch priorities.

I joined an early-stage B2B grocery marketplace and grew with it from hands-on Decision Sciences into team leadership and product management. I set up foundational data tools, wrote production Python algorithms for recommendations and bin packing, and built a five-person function. Later, I owned vendor experience and launched operational decision support across demand, inventory, pricing, logistics, and P&L.

Intello Track brought computer vision into enterprise produce-quality workflows. My work covered the shared SaaS product, customer discovery and delivery, and the internal tools that helped models improve. I coordinated engineering, onboarding, data science, and QA, including customer engagements that delivered an initial app in roughly 4–6 weeks and led to contract renewals.

CRED Mint was CRED’s first investment product, backed by peer-to-peer lending. I owned the online and offline product experience to build trust: how members understood the offering, moved through the experience, and received support. My scope was the trust and customer experience, alongside the launch strategy.

Maitri.life was an entrepreneurial attempt to make everyday habits easier to sustain through community and accountability. I co-founded the venture, recruited an eight-person team, and launched a device-connected experience across mobile and WhatsApp for steps, meditation, and workout goals. We attracted real users, ran a three-month program, and later discontinued the venture when I pursued my MBA.

I started in Prime Services, working on client pricing and strategy for hedge fund clients. My work combined financial analysis with tools that made it easier to act on that analysis: a client-level balance-sheet allocation methodology and a unified client-performance dashboard. The pricing work informed deal renegotiations; the dashboard later became part of the external client portal.