I turn complex, cross-functional programs into predictable delivery.
Nine years of taking messy, high-pressure programs from first plan to measurable outcome across edtech, mobility, hospitality and infrastructure. Today I'm a Senior Manager at Tracxn. This page is the proof.
Open to program, project, growth, operations and consulting roles, including AI programs
7xHost (supply) growthZoomcar: 600 to 4,300 hosts in 3 months
170xLearner growthUnacademy: 35 to 6,000 learners in 6 months
12People ledNewton School: ran the Placement team end to end
INR 740 CrInfrastructure programGayatri Projects: 240 km four-laning package
The work
Most recent first. Each story: what was in the way, what I did, what changed.
Tracxn Technologies
Senior Manager, Business Strategy & Operations | Apr 2025 to now
Making leadership priorities turn into work that actually ships.
At Tracxn, strategy only matters if four teams execute it in the same direction. My job is to translate what leadership wants into roadmaps, KPI plans and initiatives with a named owner, then keep every one of them moving through a weekly and monthly operating rhythm.
How I run it
- Roadmaps and KPI plans with clear accountability for each initiative.
- Dashboards that show progress, execution gaps and the decisions that are waiting on someone.
- Operational audits that find slow, unpredictable workflows across Product, Sales, Marketing and Customer Success, then fix them.
The team side
- I lead and mentor managers and analysts: setting goals, reviewing performance, and building a culture that cares about delivery.
- Leadership sees where each initiative stands without having to ask.
Newton School
Program Manager | May 2023 to Mar 2025
Owning the module where learners' careers actually begin.
Placement is where an edtech promise is tested. Outcomes depended on hiring partners, the platform, and Academic, Product, Operations and Student Success all moving together. I owned the Placement module end to end and ran it on time-bound delivery plans.
What I built
- A team of 12 running the full hiring process with partners on the platform.
- Success metrics, defined up front, and daily-tracking dashboards to catch gaps early instead of at the end of a cycle.
How I got others aligned
- Shared delivery goals across Academic, Product, Operations and Student Success so the student experience improved as one effort.
- Competing priorities settled against the outcome that mattered: learner placement.
12team members ledDailyperformance tracking
Zoomcar
Associate Program Manager | Mar 2022 to Mar 2023
Finding what was blocking supply, then removing it.
A marketplace is only as strong as the supply behind it. Zoomcar's host base stood at 600. Rather than push harder on the same process, I went looking for the blockers that kept hosts from joining, listing well and staying, and fixed the execution behind each one.
What I did
- Identified the key supply blockers and rebuilt the execution processes around them.
- Designed and launched pilots on host onboarding, activation and retention before scaling what worked.
- Wrote SOPs and supply processes so quality did not depend on any one person.
What changed
- Host base grew from 600 to 4,300 in three months.
- Listing quality improved and churn fell.
- Stakeholders got regular program reports, risk assessments and performance insights.
Unacademy
Associate Category Lead | Oct 2020 to Feb 2022
From 35 learners to 6,000, and engagement doubled on the way.
The K-12 ICONIC program needed everything at once: a process framework, a value proposition families would understand, and a funnel that worked. I built the framework and the proposition, then ran the growth initiatives end to end in a fast-moving environment.
What I did
- Found where the funnel was underperforming and fixed it.
- Launched new initiatives instead of waiting for the old ones to improve.
- Used targeted strategy and experimentation, with disciplined execution, to lift engagement.
What changed
- Learner base: 35 to 6,000 in six months.
- Learner engagement: 35% to 70%.
OYO Rooms
Project Lead, Transformation | Mar 2019 to Jul 2020 | Hyderabad & Japan
Reporting to senior leadership, and fixing the hotspots behind the numbers.
In a transformation role, the work is half fixing and half telling the truth clearly. I ran monthly and quarterly business reviews with senior leadership and reported delivery KPIs, including NPS and TAT, then went after the places where customer experience was weakest.
What I did
- Drove execution on NPS hotspots with process-improvement actions.
- Supported loyalty initiatives.
- Activated curated hotels at the best prices.
What changed
- Hotel conversion for the Andhra Pradesh hub improved by 50 bps.
+50 bpshotel conversion, Andhra Pradesh hub
Gayatri Projects
Project Engineer | Mar 2015 to Apr 2018 | Uttar Pradesh
Where I learned that delivery is a discipline, not a deadline.
My career began on the ground: a 240 km four-laning package inside a INR 740 Cr infrastructure program. I was the key execution point of contact, holding scope, schedule, budget and quality together while vendors, subcontractors and the client each pulled in their own direction.
What I did
- Managed scope, schedule, budget and quality on the package.
- Coordinated vendor evaluation.
- Aligned the client and subcontractors to keep delivery on track.
What it taught me
- Dependencies, risk and clear ownership matter most when the work is physical and the delays are expensive. I still plan that way.
240 kmfour-laningINR 740 Crprogram
Toolkit and credentials
JIRA, Advanced Excel, Google Sheets, dashboards and reporting, CRM tools. Methodology: PRINCE2.
PRINCE2
Project Management certification
PGP, Project Management (QSCM)
NICMAR Hyderabad, 2018 to 2019
B.Tech, Civil Engineering
JNTU Kakinada, 2010 to 2014