- Age 15 | Said goodbye to parents and native place
- Age 16 | pre-university in South India
- Age 18| university in Central India
- Age 19 | Professional journey begins in Indian Oil Co. Ltd.
- Age 20 | Indo-Korean scholarship/exchange in S.Korea.
- Age 21 | DNA Sequencing · nanopore technology.
- Age 23 | Young Innovator's award nominee · Norway.
- Age 24 | Completed two Masters in engineering study programmes from classrooms in three nations
- Age 27 | EUV technology architecture at ASML Netherlands B.V. · Headhunted and invited by the kingdom of Netherlands.
- Age 29 | Completed first marathon.
- Age 31 | Completed second marathon.
- Age 33 | Attained Dutch citizenship · merit basis.
- Age 33 | Featured in an exclusive story in Digital Trends for starting THINK.BUILD.SCALE where the consultancy grew it's roots with Semiconductor and Automotive clients
- Age 34 | Board Member · NH90 Programme · GKN.
- Today | Global Strategist for Capital Equipment enginering
- Avid lover of books, luxury experiences, far east Asian cultures and world history
With over a decade of experience spanning Northern Europe and Far East Asia, I have worked in extremely complicated machines and very novel technology development organisations. Throughout my time in Siemens, ASML and GKN Aerospace, I have gathered one conclusion. Hardware development is 1000x more complicated to organise and synchronise than developing an app or a selling a service. An organisation that develops machines of any manner, eventually also have to integrate a sotware package, electronics, service agreements, product placement concerns, etc. I have always served as either an internal consultant or an architect who would see the whole picture on where the gaps were, towards attaining operational excellence. It always comes down to mismanagement of resources and lack of communication betwen different disciplines.
I developed different methodologies and frameworks to create project architecture, system architecture, enterprise architecture and supply chain architecture. It became very apparent to me that my strength is in building well-researched, well though-through guidelines on which a large set of people from various disciplines can coopoerate properly.
Silk Route of Systems began with a stubborn vision to transform organisations through the following principles:
- minimise and eradicate operational chaos which reduces productivity by 60% in an average well-managed enginering organisation.
- transmit the requirements of the executve board free of interpretations, towards the engineering teams.
- most importantly, the vision of connecting companies across the world to mitigate the threats to the future of a company.
- increase value to future M&A activities
-unify different branches towards the headquarters
-transform the organisation to make it attractive for M&A trade deals
As a person and as a professional, I have always brought organisation and clarity to any environment I have gone to. This set of skills on seeing the whole picture as well as connecting the dots betweendomains and being able to go very deep into any technical topic, has eventually made compelled to develop webseries on different companies and technologies. My consultation can help everyone from M&A leaders to executives who are in-charge of an organisation.