About

I started in electrical engineering, spent three years in consulting, and now build private cloud products at Hewlett Packard Enterprise. The thread through all of it is fairly simple: I like taking complicated systems apart, working out what actually constrains them, and turning that into something people can use.

I grew up in India, came to Texas for an MBA and stayed. Outside work I cook, I host more dinners than my apartment is really sized for, and I am a trustee at a vocational school for women in Gurgaon.

I am a Product Manager in Private Cloud & Flex Solutions at Hewlett Packard Enterprise, based in Dallas-Fort Worth.

The job sits between the infrastructure and what a customer can order: which configurations exist, whether they can still be built as the hardware underneath changes, and what they cost over five years rather than on the quote.

Most of what I have built there turns a system that can be assembled thousands of ways into a short list that has been validated together, so a seller can quote it without a specialist in the room and a factory can build it without an exception. The choices also depend on each other: a processor changes the software licensing, a drive changes the chassis, and an accelerator changes the power and the network.

AI is where a growing part of that is pointed. I work on the infrastructure side of it: how compute, storage and networking need to be sized for training, inference and retrieval. The retrieval and agent projects in Lab are things I am still building.

I trained as an electrical engineer at VIT in India and finished first in my branch of about 350, which came with the university gold medal.

The board beside this is mine. It is the power distribution module for the combustion car, the part that gets power to every electrical system on it, and it became a chapter published by Springer in 2021. Each labeled net on it is a load with a current draw, a failure mode, and a consequence if it fails while the car is moving.

I still think about a rack the same way. There is a physical envelope, things compete inside it, and somebody has to turn that into something a person can order.

By my final year I was team manager at Pravega Racing: more than 40 engineers across seven teams, and a car worth around $45,000. We competed at Formula Student Germany and Formula Student East, and took third in the business presentation against more than forty international teams at Formula Student Online.

At ZS Associates I spent three years in commercial analytics for medical technology clients. I led offshore delivery teams and worked on sales force design, targeting, and the incentive systems that decide how a few hundred people spend their week.

Alongside the projects I ran the people program for the practice, a 25-member team across a dozen or so initiatives.

It taught me how much implementation matters. A good model is only useful if someone can make a decision with it, and getting it used is usually harder than building it. That carried straight into product work.

I completed my MBA and MS in Analytics at Mays Business School in May 2026, both with a 4.0 GPA, Summa Cum Laude and as a Forté Fellow.

What I remember is mostly the running-things part. I was President of BOLD, the school’s business outreach and diversity organization, and Former Students Chair for the MBA Association. I also sat on the Aggie Honor Council’s separation appeal panel, which involved deciding whether a student should be removed from the university. It is an uncomfortable thing to be asked to do well, and it taught me more about judgment with incomplete information than any course did.

The analytics half of the degree is what made the move into infrastructure economics possible: predictive analytics, operations, Lean Six Sigma, corporate finance and valuation.

Since 2020 I have been a trustee at Adarsh Women’s Polytechnic in Gurgaon, a vocational school for women from lower-income communities. Over time I also took on the administration and academics side of it.

There are six vocational tracks, including fashion design, beauty culture and computing, plus a personality development curriculum we added covering finance, health and digital literacy. That last part was not in the original plan. It went in because employers kept telling us it mattered as much as the trade skill did.

Over that period the school has reached 1,100+ women and built 120+ employer relationships, and we set up a library for vocational and life-skills material. I am one of several trustees, and the faculty are the ones who actually run the place. It is still the work I am most careful about getting right.