Commercial performance without human development is fragile.Human development without commercial relevance is indulgent.
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Most organisations invest in developing leaders. I am interested in how leadership develops people.

For more than twenty-five years, I have worked with CEOs, senior leaders and organisations across CPG, Pharma, Financial Services, Technology and Private Equity, at moments where the quality of leadership has real consequences for the business – executive appointments, succession, transitions, transformation and growth.

Psychological insight icon Deep
Psychological Insight
Commercial
Judgement

This is the fundamental tenet I work with. I look beneath the surface of performance – at the person, the relationships and the system around them – to understand what is really happening, what may get in the way, and what it means for the business.

Most recently, I served as Global Director – Executive Development at Diageo, where I supported the development of the top 100 leaders globally. Before that, I spent more than eight years with YSC Consulting (now part of Accenture), leading the India and South Africa business, building the APAC Private Equity Practice, and advising organisations across industries on leadership assessment, succession and executive development. Earlier roles with the Center for Creative Leadership, iDiscoveri and ICICI Bank gave me the opportunity to work across P&L management, strategy, leadership development and organisational effectiveness – experiences that continue to shape how I think about leaders, organisations and change.

Education
MBA (Marketing), NMIMS • BCom (Accounting), NM College
Executive Coaching
RCS, Australia • Center for Creative Leadership, Singapore
Psychological Frameworks & Assessment
Hogan • MBTI I & II • FIRO-B • Insights Discovery • Transactional Analysis
Organisation & Systems
System Psychodynamics – Tavistock Institute

Writing has become another way of thinking. It is where many of the questions from my client work continue to evolve. Beyond work, I enjoy travel, food, storytelling and conversations that broaden how I understand people and the world. I live in Mumbai with my mother and younger sister, who continue to keep me grounded.

Every organisation has a different problem.

The real problem is not always the one that first appears.

A new CEO taking charge
A business and leadership team under pressure
A business outgrowing the way it works
A culture that is getting in the way of results
We start there. What is really happening in the organisation?

The Context

What has changed?

Growth. Transition. Succession. Transformation. A new strategy. A difficult moment.

We understand the business situation, the leadership challenge and the forces shaping both.

The Performance

What needs to change? Where is performance getting stuck?

In Capability. Judgement. Relationships. Decision-making. Alignment. Or something harder to see.

We look beneath the presenting problem to understand what is getting in the way.

The Culture

Every organisation has a way of working. It shapes what gets noticed, what gets said, what gets avoided and what gets rewarded.

We pay attention to the system around the people – because leadership never happens in isolation.

Then we decide what the work needs to be.
It might be an executive assessment
A coaching relationship
Work with a leadership team
Or an organisation development engagement

Sometimes one of these. Often a combination.

The intervention follows the understanding. Not the other way around.

Personal reflections on how organisational life shapes the people within it.

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Some leadership questions are easier to explore in conversation.

If something important is happening in your organisation – a leadership decision, a transition, a team or business challenge – I'd be glad to hear what you're working through and explore how I could support you.

A conversation is a good place to start.

Based in
Mumbai, India