Archita Fritz

Fractional Product Marketing Leader | I help operationalize product roadmaps for commercial success | Strategic Board Advisor | Workplace Culture

I help private equity–backed CEOs and value creation teams turn fragmented go-to-market efforts into a system that drives top-line growth, margin expansion, and commercial readiness for exit.

Most of the companies I support are post-acquisition, sitting around $15M–$50M in ARR, and moving fast toward their growth targets. But behind the scenes? The GTM motion is often still being driven by legacy sales instincts, founder-era marketing, and a whole lot of duct tape.

The symptoms are familiar:
⟶ Sales blaming marketing.
⟶ Marketing running plays that don’t align to revenue.
⟶ No clear ICP, no pricing discipline, and no real GTM narrative investors can buy into.

That’s where I come in.

With 20+ years across global MedTech, SaaS, and industrial technology—leading product launches in 80+ markets—I now partner with portcos as a short-term operator to unblock growth and build real commercial infrastructure.

Here’s how I support the PE lifecycle:

In the first 100 days
→ Run a GTM audit, identify gaps, and prioritize high-ROI quick wins.
→ Bring visibility to what’s actually driving pipeline, not just vanity metrics.

During the build phase
→ Align sales, marketing, and product around one repeatable commercial motion.
→ Fix positioning, pricing, segmentation, and campaign logic.
→ Install weekly operating cadence, dashboards, and conversion discipline.

As you scale
→ Shift from hero selling to system selling.
→ Equip reps with enablement that sticks, and codify what works.
→ Build segment-level GTM plays that actually reduce CAC over time.

Ahead of exit
→ Translate the growth story into buyer-ready clarity.
→ Highlight pipeline velocity, retention drivers, and future upside.
→ Package GTM IP as repeatable, not founder-dependent.

I’ve done this across portcos of AKKR, EQT, Cinven, and Nordic Capital, and across sectors from life sciences to enterprise SaaS.

Outside of portcos, I sit on four boards, keynote international stages, and host the Embracing Only podcast on leadership, identity, and transformation.

If you want marketing to “look busy,” hire an agency. If you want a GTM system that builds enterprise value, call me.

👉🏽 Learn more here: https://calendly.com/archita-e-fm/1-1-work-with-archita-intro-call

What my clients say:

“Archita turned GTM chaos into clarity! And she did it fast!”
— David Hall Rode, CEO, Blue Mountain (AKKR Portco)

“She built our product marketing function and aligned commercial with product.”
— Patrick Hughes, CRO, CluePoints (EQT Portco)

Chief Marketing Officer

We rise by lifting others! Driven by a commitment to build psychologically safe workplaces where people can unapologetically be themselves Archita is resolutely focused to work with partners who want to look beyond metrics to help shape cultures of belonging and cancel out the silent acceptance of bullying and harassment in the workplace.

Archita is the strategy and marketing lead on campaigns, partnerships, products and promotion. If you want to partner with Speak Out on organisational campaigns or partnerships please connect with her.

New client, new year.
First week at Veristat and I got to be onsite for their Commercial Kick Off Meeting! 

Within the first five minutes, I somehow became the Rock, Paper, Scissors Champion! 
(Truly not sure if I peaked there, but it set the tone.)

I love being remote, but a week onsite upfront compresses relationship + context in a way that’s hard to replicate.

A few things I’m taking with me:

👉🏽 Commercial + Operations came together in a real way. You could feel how both sides contribute to the outcome, not in theory, in practice.

👉🏽 They brought in a customer, a family member, and two partners to speak. Hearing from a Veristat team member sharing what it’s like to be a family member navigating finding clinical trials for your loved one, and how that experience changes the way you think about timelines, communication, rigor, and care really struck a nerve. There wasn’t one dry eye in the room with folks recognizing the impact of the work they do.  

👉🏽 The trust Veristat has earned with sponsors is undeniable. There aren’t many teams sponsors rely on to take them from data → direction → regulatory submission with that level of confidence.

Personal bonus: I worked with Andrew (AJ) Mills for a minute many moons ago, so it’s been a joy to reconnect and jump in with his team again.

And I’m genuinely excited to partner with Kim Boericke as CEO, first time I’ve gotten to work this closely with a woman CEO, and you can already feel the clarity she’s bringing.

Grateful for the welcome, Veristat. Let’s go.

Archita Fritz 

Partner to Private Equity CEOs | GTM & Value Creation | Board Member | 2 x Top 100 Product Marketing Leader

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A friend said something to me this week that I can’t stop thinking about.

She met our friend group when we were in our late 20s, because she was marrying one of our friends.

And she told me:

“I remember being genuinely surprised by how many of you were chasing a title like it had a deadline. Like you’d decided, that by this age, I have to be that… or I’ve failed.”

I laughed when she said it, because she was right.

Back then, we used to call it “ambition”, but what it also meant to most of us was “don’t be left behind!”

We were all trying to stay ahead of our insecurity.
 
And what’s wild is… I see the grown-up version of that same chase all the time now.

It is usually not “VP by 30.”

But it’s more like, 

“We need to look further along by the next board meeting.”
“We’ll fix the foundation after we hit the number.”
“Just get through this quarter.”

I get why people say it. I’ve said it too.
Usually it means we’re in scramble mode.

A few years ago, I started asking myself a different question…

𝑨𝒎 𝑰 𝒅𝒐𝒊𝒏𝒈 𝒕𝒉𝒊𝒔 𝒃𝒆𝒄𝒂𝒖𝒔𝒆 𝑰 𝒂𝒄𝒕𝒖𝒂𝒍𝒍𝒚 𝒘𝒂𝒏𝒕 𝒊𝒕…
𝒐𝒓 𝒃𝒆𝒄𝒂𝒖𝒔𝒆 𝑰’𝒎 𝒕𝒓𝒚𝒊𝒏𝒈 𝒕𝒐 𝒔𝒕𝒐𝒑 𝒕𝒉𝒂𝒕 “𝑰’𝒎 𝒃𝒆𝒉𝒊𝒏𝒅” 𝒇𝒆𝒆𝒍𝒊𝒏𝒈?

And then, separately, this week I flew in to celebrate a different and very dear friend—mid-week—for her wedding.

I cleared the time properly and showed up without negotiating with myself. We laughed and danced so hard our face and feet hurt.

And for once I wasn’t doing that mental math of what I “should” be doing instead.

And I had this quiet thought on the way home: I’m really glad I don’t live in that frantic chase mode the way I used to.

👉🏽 What was your “by ___” deadline that you have finally loosened the grip on? 

PS: And LinkedIN can you please take a moment to celebrate my gorgeous and dearest friend Sneha on her wedding day!

Archita Fritz at Sneha and Chris Rossi wedding in New York City 

Best thing I’ve done this year so far: breakfast with two women I respect.

Just coffee, tea, some scones were involved and a bit of laughter, with the kind of conversation that puts you back in the right headspace. 

Shea Conboy’s growth over the years has been a joy to watch. 
This past week I got to say it in person.

She was on my team many moons ago, and seeing what she’s built since then is genuinely brilliant. From building social media and event capability from the ground up at various life science companies to starting to build her impact in product marketing, so proud of everything! 

 I left that part of the breakfast feeling properly proud.

And then I finally met Kisha Wynter in person. Author of Your Power Unleashed and a guest on our  Embracing "Only" Podcast  in person for the firs time.  

We talked women in leadership, boardrooms, sponsorship, timing…and every so often we’d stop and laugh: “That’s literally in your book.”

On the way out, I caught myself thinking how often the right conversations get pushed “until things calm down”. 

If you care about women in leadership, your calendar has to show it.

I love catch-ups like this, because In Private Equity land, it’s easy to live in spreadsheets and operating reviews. Breakfast like this pulls you back to what actually moves companies...the people.

Who are you making time for this month?

PS: Check out the link to Kisha's book and her episode in the comments below.

Archita Fritz advisor to Private Equity CEO's and Shea Conboy

Archita Fritz Advisor to Private Equity CEO's and Kisha Wynter author of the book Your Power Unleashed.

These are all the things I would rather do than sit down and do homework with the three littles who live in my home rent free:

✪ Get grilled by a PE sponsor on CAC payback.

✪ Walk into a board meeting with one slide and pure courage.

✪ Explain (again) that “pipeline” isn’t a strategy.

✪ Untangle a CRM that’s 47 versions of “called - no answer.”

✪ Run win/loss calls where the feedback is: “Pricing.”

✪ Rewrite positioning while Legal replaces every verb with “may.”

✪ Align five execs on one ICP without anyone saying “everyone.”

✪ Explain our investor story using chaos, caffeine, and a prayer.

✪ Do a “quick” launch that somehow needs 14 approvals.

——

Because the mental health damage of doing homework and test prep with little humans is something else.

To every parent doing the nightly and weekend sit-down, I see you! 

PS: Anyone else have to take a mid-homework walk outside the house to save themselves from absolutely losing it?

PPS: Picture below courtesy my mid lunch walk last week in the middle of a Sales Kick off meeting! Trying to channel in those calm vibes right now.

You want to be “easy to work with.”
But a lot of you learn the wrong version of it.

Last week, someone I’d never met got combative over email. This person was several levels senior to me.

All I’d asked for was time on the calendar.

The reply wasn’t neutral, it was defensive and a tone that felt like: “know your place.”

In the past, I would have gone along with it. I  would have been extra polite, over-explained and tried to smooth it over.

I don’t do that anymore.

I stopped the email thread and moved it to a call.
On the call, this is what I said.

“We all want growth and a good way to work together. If that’s true, we’ll be fine. If what you actually want is friction or positioning, then this won’t be a good use of either of our time. Either outcome is okay, I just want it to be clear.”

Once that was said out loud, the defensiveness dropped and the real constraints came out. It turned into a productive discussion instead of a drawn-out thread.

By the end, they suggested spending more time together, not less.

Most people tolerate bad behavior because they want to be easy to work with. 

𝑩𝒖𝒕 𝒃𝒆𝒊𝒏𝒈 𝒆𝒂𝒔𝒚 𝒕𝒐 𝒘𝒐𝒓𝒌 𝒘𝒊𝒕𝒉 𝒊𝒔𝒏’𝒕 𝒕𝒉𝒆 𝒔𝒂𝒎𝒆 𝒂𝒔 𝒃𝒆𝒊𝒏𝒈 𝒆𝒇𝒇𝒆𝒄𝒕𝒊𝒗𝒆.

Going into this week: don’t confuse “easy to work with” with “easy to push around.”
If the tone is off at the start, address it early.

You’ll save yourself weeks of stress, and you’ll get better work out of the relationship.

Kicking off 2026 with a proud board moment: Inflectiv Group has made a minority investment in psLondon.

Huge congratulations to James Rose, Jan-Philipp Matthewes and the Inflectiv team, and a genuine welcome to Robert Pepper, Tony Speight, and everyone at psLondon. Excited to have you in the Inflectiv collective and for what we’ll build together.

Press release in the comments. 

Proud to share this marks Inflectiv Group’s third strategic addition, building a collaborative network of founder-led independents — now alongside Fresh Air and Hue & Cry | Certified B Corp.  

We’re continuing to grow selectively, making minority equity investments where there’s real alignment on quality, leadership, and culture.  
If you’re a founder exploring that kind of partnership, my DMs are open.

This week I got to do one of my favorite things: sit across the table from two C-suite leaders I genuinely love thinking with.

David Hall Rode and Amira Modi, thank you for the time, the candor, and the quality of the thinking.

I’m on my way back to Dusseldorf and smiling thinking about how grateful I am for leaders like them in my orbit. 

With David, we can brainstorm in 80 directions in 20 minutes… and somehow it doesn’t turn into chaos, it turns into clarity.

And then there’s Amira, who is the kind of leader who can zoom out to strategy and zoom in to the detail that will make or break execution.

She’s also one of the few women C-suite leaders in healthcare who brings both deep industry credibility and real commercial clarity. I’m lucky to have them both in my orbit.

𝐖𝐡𝐲 𝐬𝐡𝐨𝐮𝐥𝐝 𝐲𝐨𝐮 𝐜𝐚𝐫𝐞?

Because this is what separates teams that move from teams that stall.

Most teams don’t struggle because they lack ideas. They struggle because they can’t turn messy thinking into a clear direction people can execute.

What that looks like:
➟ People keep the real concerns to themselves because it’s not worth the friction
➟ The group talks through ten options and chooses none
➟ Everyone “agrees” in the room, then nothing changes after

What strong leaders do instead:
➟ Make it easy to say the unfinished thing out loud
➟ Keep the pace without steamrolling people
➟ Pull a real decision out of the noise
➟ End with a clear “here’s what we’re doing next”

It sounds very basic, but it really isn’t. And it’s a big reason some companies move faster with the same resources.

I’m grateful for leaders who make clarity feel normal and execution feel possible.

Archita Fractional Marketing Leader for Blue Mountain and other Private Equity Backed Middle Market Portfolio Companies 

This week I caught myself working like something was on fire, even though nothing was.

I’m onboarding a new client, and the engagement is off to a strong start. The work is clear, the team is aligned, and the trust is already there. 

I’ve been doing this independently for nearly three years, so none of this is new.

And yet, more than once this week, I caught myself pushing as if I still needed to earn the right to be here.

It was a strange moment of self-awareness, the kind where you can see your own behavior while it’s happening. I found myself asking a question I didn’t expect to be asking at this stage: 

👉🏾 Why am I going this hard when nothing is actually wrong?

This isn't new work or a new room, and it certainly isn’t about proving competence. By any rational measure, I already belong here.

And yet, something in me still behaves like 𝘣𝘦𝘭𝘰𝘯𝘨𝘪𝘯𝘨 𝘪𝘴 𝘤𝘰𝘯𝘥𝘪𝘵𝘪𝘰𝘯𝘢𝘭.

That question matters because it doesn’t point to a workload issue. 
It points to an identity issue. 

If you’re doing well in your role or building something that’s finally working, notice what shows up anyway. 

Pay attention to 
the extra effort that isn’t required, 
the urgency that isn’t real, 
the impulse to prove yourself in rooms that have already said yes. 

𝑻𝒉𝒂𝒕 𝒓𝒆𝒇𝒍𝒆𝒙 𝒊𝒔 𝒓𝒂𝒓𝒆𝒍𝒚 𝒂𝒃𝒐𝒖𝒕 𝒂𝒎𝒃𝒊𝒕𝒊𝒐𝒏. 
𝑰𝒕’𝒔 𝒖𝒔𝒖𝒂𝒍𝒍𝒚 𝒂𝒃𝒐𝒖𝒕 𝒃𝒆𝒍𝒐𝒏𝒈𝒊𝒏𝒈.

I don’t have a neat answer yet.
Right now, I’m sitting with the question instead of rushing past it. 

Because something tells me this isn’t about working more or less. It’s about updating who I think I need to be in rooms that have already said yes.

PS: I came across a photo of one of my old teams I had the privilege of leading many moons ago. They were one of the first groups that ever held up a mirror to me around this pattern. Seeing that picture again felt like a quiet reminder I needed more than advice.

We’re in a pilot phase rolling out a suite of AI solutions at a PE-backed company.
And the impatience is… Olympic level.

Week 2:
“Why isn’t the AI delivering value yet?”

Because AI isn’t a vending machine.
You don’t insert “tool” and get “pipeline” back.

In the pilot stage, you’re not “deploying AI.”

You’re validating the conditions that make AI worth using

➟ Data integrity (what we think is true vs what’s actually in the system)
➟ Use case fit (what works in generic SaaS ≠ what works in this industry)
➟ Signal quality (which inputs predict response, and which are noise)
➟ Customer reality (how buyers actually reply, in the wild)
➟ Workflow adoption (if humans don’t use it, it doesn’t exist)

So yes, we should push for outcomes. But if you treat a pilot like a finished product, you don’t speed things up, you just create noise, churn, and “AI doesn’t work” opinions before you’ve even set it up properly.

If you’re a revenue leader in a PE-backed company, here’s the better question than “Why isn’t it working yet?”

“What do we need to make this work reliably, and at scale?”

If you’re in the messy middle of an AI pilot right now, what’s the biggest friction point you are navigating?

👉🏾  data, use cases, adoption, or expectations?

AI is not like a vending machine, you cannot put stuff in and hope to get pipeline out.

In a lot of mid-market PE portfolio companies, the issue isn’t lead generation. 

It’s that the company hasn’t agreed on the rules of the funnel, so leads get handled differently depending on who touches them. 

Marketing passes names,
Sales disputes quality, 
follow-up is inconsistent, 

and the CEO ends up asking for “more pipeline” when the real problem is a messy handoff.

There are other things that matter, and deal velocity is increasingly the bigger constraint I’m seeing, but without a clean handoff you can’t tell what’s working, what’s broken, or what to fix next.

When I’m brought in to steady this quickly, I put a basic GTM system in place in the first two weeks:

➟ 𝑫𝒆𝒇𝒊𝒏𝒆 “𝒒𝒖𝒂𝒍𝒊𝒇𝒊𝒆𝒅” 𝒊𝒏 𝒘𝒓𝒊𝒕𝒊𝒏𝒈
One page that Sales and Marketing both agree to. If you can’t say the same sentence, you don’t have a funnel.

➟ 𝑫𝒆𝒇𝒊𝒏𝒆 𝒂𝒏𝒅 𝒎𝒂𝒌𝒆 𝒍𝒆𝒂𝒅 𝒔𝒄𝒐𝒓𝒊𝒏𝒈 𝒖𝒔𝒂𝒃𝒍𝒆.
Fit, intent, recency, and engagement, it doesn’t have to be perfect, but consistent enough to run the week on.

➟ 𝑺𝒆𝒕 𝒂𝒏 𝒆𝒏𝒇𝒐𝒓𝒄𝒆𝒂𝒃𝒍𝒆 𝒇𝒐𝒍𝒍𝒐𝒘-𝒖𝒑 𝒓𝒖𝒍𝒆. 
Who responds, how fast, and what happens when it doesn’t happen.

➟  𝑹𝒖𝒏 𝒐𝒏𝒆 𝒘𝒆𝒆𝒌𝒍𝒚 𝒓𝒆𝒗𝒊𝒆𝒘 𝒇𝒐𝒄𝒖𝒔𝒆𝒅 𝒐𝒏 𝒘𝒉𝒆𝒓𝒆 𝒍𝒆𝒂𝒅𝒔 𝒅𝒓𝒐𝒑𝒑𝒆𝒅.
Routing, speed, fit, or follow-through, then fix one failure point each week.

This is not complicated. It’s just missing in more companies than anyone wants to admit.

In a recent engagement, this system helped moved leads from roughly 5–10 SQLs a month to 170+ sales-qualified leads in 60 days. 

Not because we “did more marketing,” but because we stopped debating opinions and installed a system the team could run.

If you’re a CEO and this feels familiar, ask one question in your next commercial meeting: what happens in the first 24 hours after a lead is marked sales-qualified? If the answer isn’t clear, start there.

Why Private Equity PE Portcos don’t have a Lead Gen Problem. They have a systems problem. “We don’t have enough leads” is the biggest misplaced diagnosis in private equity portcos

Good products don't sell themselves.
At least, they don't do it twice.

Most companies find their first "big win" through sheer grit and a great product. But when they try to launch the second or third product, the wheels usually start to wobble.

If your revenue is plateauing despite a great roadmap, the gap is likely in your Product Marketing foundation. Transitioning from a single-product company to a multi-product powerhouse requires a specific shift in "muscle memory." 

👉🏾 You have to move from selling a tool to selling a solution universe.

I helped a mid-market private equity portfolio company navigate this exact pivot. 

They had the talent and the tech, but their growth was capped by their position. By building a repeatable "pre-commercialisation" engine, they unlocked a 40% revenue lift across their entire portfolio.

1️⃣ Defining the Operating Model: 
↳ Moving away from ad-hoc launches toward repeatable playbooks.

2️⃣ Pre-commercialisation is more than just feedback: 
↳It’s about doing the heavy lifting, market sizing, competitor mapping, and message testing, long before the sales team ever sees the product. If you haven't validated that a "gap in the market" is actually a "market in the gap," you’re just setting your reps up to fail.

3️⃣ Internal Readiness: 
↳ Ensuring Sales knows not only what the product is, but also where it fits in the broader universe.

I’ve attached the one-pager we used to guide this process. If your team is struggling to move beyond your first "big win," I hope this roadmap helps you find some clarity this week.

Roadmap to take your company from a single product to a multi product universe. How to scale your company from a single product to a multi product solution. How Product Marketing can help you grow your product roadmap. How to commercialize your product roadmap.

At Christmas, I was lightly chiding my brother-in-law about how much he cares about football. 

Because I genuinely don’t relate. 

I’m not wired to tie my mood to something I can’t control for three hours on a Saturday/Sunday. My brain files it under: “entertaining… but not emotionally binding.” 

Also, I know basically nothing about American football. 

My strongest credential is still that I once stood on the inside of a football field because I was crowned University Homecoming Queen in 2004. That’s the whole resume!

Fast forward to Saturday, Jan 17. 
The Buffalo Bills lost 33–30 to the Denver Broncos.

My BIL and his entire family are huge Buffalo Bills fans. 
Like it affects the entire "household mood" fans.

So you can imagine, the family chat lit up immediately.

 And it wasn’t just analysis. It turned into people fast:
“He’s such a good guy.”
“He does so much with kids.”
“He deserves a ring.”

Bills fans… I’m sorry. 
That one looked painful.

---
And it made me think about something I see in Private Equity-backed leadership teams after a miss:

𝘐𝘯 𝘗𝘌, 𝘢 𝘮𝘪𝘴𝘴 𝘰𝘧𝘵𝘦𝘯 𝘵𝘶𝘳𝘯𝘴 𝘪𝘯𝘵𝘰 𝘣𝘭𝘢𝘮𝘦 𝘧𝘢𝘴𝘵.

The room starts hunting for the person attached to the number. Usually it is because we want the chaos to make sense, so we pin the story to a person.

In sports, it can swing either way just as fast:
one moment, one person… 
and suddenly it’s either pile-on or protective loyalty.

A few things I’ve seen the best PE teams do instead:

➜ Separate “bad outcome” from “bad decision.” 
Sometimes the call was right and the timing just didn’t cooperate. 
Sometimes you got lucky and you shouldn’t repeat it.

➜ Force specificity. 
Not “we need to execute.”
More like: “3 deals slipped 30 days” or 
“churn ticked up in X segment.”

➜ Make the next step small and real. 
One fix, one owner, one date, before the next LT/board call.

➜ Do a quick ‘what changed’ review. 
What we thought, what happened, what we’re changing. 
No courtroom or character trial.

Pinning it on one person is the quickest way to feel like you’ve explained it. It’s rarely the quickest way to improve it.

PS: Serious question...are you a “watch with people” fan or a “do not speak to me during the game” fan?

Picture credit: AP Photo/Jack Dempsey

Elangovan Perumal, PMP®

Senior Director | Customer Success Advocate | Strategic Thinker with an Optimistic Attitude | ✅ Follow for Leadership & Strategy Insights

I work at the intersection of 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲, 𝐄𝐧𝐭𝐞𝐫𝐩𝐫𝐢𝐬𝐞 𝐀𝐈-𝐅𝐢𝐫𝐬𝐭 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧, 𝐚𝐧𝐝 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐆𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞.

In my corporate role, I operate in 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲-𝐭𝐨-𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐦𝐚𝐧𝐝𝐚𝐭𝐞𝐬, helping leadership teams translate intent into 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞𝐝, 𝐠𝐨𝐯𝐞𝐫𝐧𝐚𝐛𝐥𝐞 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐩𝐫𝐨𝐠𝐫𝐚𝐦𝐬 — clarifying outcomes, sequencing initiatives, and ensuring execution scales sustainably across the enterprise.

𝐖𝐡𝐨 𝐈 𝐀𝐦
I’m a Senior Director with 18+ years of experience across 𝐆𝐥𝐨𝐛𝐚𝐥 𝐈𝐓 𝐒𝐞𝐫𝐯𝐢𝐜𝐞𝐬 𝐚𝐧𝐝 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠, spanning 𝐇𝐞𝐚𝐥𝐭𝐡𝐜𝐚𝐫𝐞 & 𝐋𝐢𝐟𝐞 𝐒𝐜𝐢𝐞𝐧𝐜𝐞𝐬, 𝐁𝐅𝐒𝐈 𝐚𝐧𝐝 𝐌𝐞𝐝𝐢𝐚 & 𝐄𝐧𝐭𝐞𝐫𝐭𝐚𝐢𝐧𝐦𝐞𝐧𝐭.

I’m known for bridging business intent with technology execution, especially in organizations navigating:

•	Enterprise-scale change
•	AI-First transformation journeys
•	Growth, integration, or operating-model redesign

I often work close to executive leadership, acting as a 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲–𝐞𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐚𝐝𝐯𝐢𝐬𝐨𝐫 to structure ambiguity into clear programs, portfolios, and outcomes.

𝐖𝐡𝐚𝐭 𝐈’𝐯𝐞 𝐋𝐞𝐝 & 𝐒𝐡𝐚𝐩𝐞𝐝

•	Enterprise and Global Program & Portfolio Management (PgMO)
•	𝐀𝐈-𝐅𝐢𝐫𝐬𝐭 𝐚𝐧𝐝 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐏𝐫𝐨𝐠𝐫𝐚𝐦𝐬 at scale
•	Operating models, governance structures, and execution playbooks
•	Cross-geo teams aligned to business outcomes rather than activity metrics

𝐒𝐞𝐥𝐞𝐜𝐭𝐞𝐝 𝐈𝐦𝐩𝐚𝐜𝐭

•	Built PMO, Quality Engineering, HR, Business Operations, and Talent functions from the ground up
•	Designed and Scaled delivery centre (200+ team members) by 350%, contributing to a $𝟏𝟕𝐌 𝐚𝐜𝐪𝐮𝐢𝐬𝐢𝐭𝐢𝐨𝐧
•	Coached 50+ managers into leadership roles.

𝐁𝐞𝐲𝐨𝐧𝐝 𝐭𝐡𝐞 𝐂𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞 𝐑𝐨𝐥𝐞
Alongside my enterprise work, I engage in 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐚𝐧𝐝 𝐂𝐚𝐫𝐞𝐞𝐫 𝐂𝐥𝐚𝐫𝐢𝐭𝐲 𝐂𝐨𝐚𝐜𝐡𝐢𝐧𝐠 for experienced managers and mid-career professionals — particularly those navigating growth, visibility, and transition.

I’m also exploring pathways toward 𝐈𝐧𝐝𝐞𝐩𝐞𝐧𝐝𝐞𝐧𝐭 𝐃𝐢𝐫𝐞𝐜𝐭𝐨𝐫𝐬𝐡𝐢𝐩, with interests in 𝐄S𝐆 (𝐄𝐧𝐯𝐢𝐫𝐨𝐧𝐦𝐞𝐧𝐭𝐚𝐥, 𝐒𝐨𝐜𝐢𝐚𝐥, 𝐚𝐧𝐝 𝐆𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞) and long-term value creation.

I’m open to conversations with:
•	𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐚𝐧𝐝 𝐓𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 driving enterprise-scale AI and Transformation Initiatives
•	𝐄𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞𝐝 𝐩𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥𝐬 seeking clarity in leadership direction and career growth 

If the conversation is thoughtful, I'm happy to engage.

Head of Business Transformation Services

Worked closely with leaders across different geographies in designing, leading and implementing internal business programs of varying size and complexity

Performed rapid assessment of landscape for clients and provide insights to accelerate action towards refining their current state

Driven decision making and be the trusted advisor to the stakeholders

Brought diverse and thought-provoking perspective to transformations, including market trends, new and innovative ideas from my experience and organizational points of view

Explored and co-created solutions that address the needs of clients

Driven and built upon a culture of continuous improvement by developing innovative ideas 

Developed detailed project plans, anticipate risks and plan mitigations ahead of time

Effectively collaborated with multiple and diverse set of stakeholders in a global environment

Most people think manifestation is just wishful thinking.

They repeat affirmations.
They write goals in a journal.
They dream hard and hope harder.

But nothing happens.
Because they skip the only part that matters: belief.

Manifestation is not about thinking.
It is about knowing.
And acting like it is already done.

Here is the actual process:

→ You decide what you want.
→ You see it clearly—like it's a memory, not a dream.
→ You train your mind to expect it, not just want it.
→ You act as if it is inevitable, not optional.
→ You make decisions from that version of yourself, every single day.

Most people fail because they hope.
Winners believe.

Belief is a choice.
Not a mood.
Not a feeling.
A decision.

When belief is locked in, your brain stops searching for proof—and starts building it.
You don’t attract what you want.
You attract what you are certain of.

No belief = no signal = no result.
Strong belief = strong signal = physical reality.

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Helping professionals and students find CLARITY in careers and leadership - DM if support required.

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#CareerGrowth #TechLeadership #GrowthMindset

I've seen the same pattern destroy newly promoted leaders across industries:

Star performers get promoted for execution.
Then suddenly, their value shifts to what others deliver.

The question that breaks them: "Who am I if I'm not the one doing the work?"

Here's what actually fractures:

1/ Identity Collapse
You were the person who delivered results. 
Now you're the person who "enables" others to deliver.

2/ Quality Control Panic
You went from owning the outcome to trusting others with your reputation. 
The loss of direct control feels like professional suicide.

3/ Decision Weight
Every choice ripples through multiple careers. 
The paralysis of affecting others' livelihoods.

4/ Credit Attribution Chaos
Team wins - do you claim leadership? 
Team fails - is it your judgment or their execution?

5/ Output Invisibility
Your deliverables become PowerPoints and "strategic conversations."
It feels hollow compared to tangible creation.

The brutal trade-offs:
↳ Influence grows, but hands-on mastery atrophies
↳ Strategic impact increases, but daily satisfaction plummets
↳ Responsibility expands, but control contracts

Most fail because they try to stay executor-leaders.
They micromanage to feel valuable again.
They second-guess decisions to avoid blame.
They create work to justify their existence.

The transition isn't about gaining leadership skills.
It's about grieving your old professional identity.

What part of your executor identity was hardest to let go?

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I help professionals and students find CLARITY in careers and leadership - DM if support required.

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A question I ask mentees that changes how they see their career:

"Are you building to be impressive or to be inevitable?"

Most capable professionals are stuck because they're optimizing for the wrong thing.

They're getting really good at looking impressive today.
But they're not positioning themselves for tomorrow.

Impressive gets you noticed in your current room.
Inevitable gets you invited to rooms that don't exist yet.

Think about it:
You've been adding skills, collecting wins, building credibility.
Your expertise is deeper than ever.
People respect your work.

So why do you still feel stuck?

Because you're becoming exceptionally good at something that won't matter in five years.

Impressive is perfecting what you already do. Adding another certification. Getting recognized for work that fits who you are right now.

Inevitable is developing what you'll need for where you're going. Even when it means being messy and uncertain today.

The professionals who break through aren't the most polished.
They're the ones who saw where things were heading.
And got there first.

They chose inevitable over impressive.
They chose tomorrow's relevance over today's applause.

You can have the strongest resume in the room and still be standing perfectly still.

That's the trap most capable people fall into.

The question isn't whether you're good at what you do.
The question is: what are you building toward?

What are you developing now that will be essential tomorrow but feels irrelevant today?

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I help professionals and students find CLARITY in careers and leadership - DM if support required.

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I've seen capable professionals lose authority right after promotion.

Not because they lacked skill.
But because one habit quietly started working against them.

↳ Over-explaining every decision.

I've seen this pattern repeat across industries - from senior engineers to department chairs to newly promoted directors.

Here's how it develops.

As individual contributors, they were rewarded for showing their work.

Every recommendation came with supporting data.
Every proposal walked through assumptions.
Every decision was justified.

That thoroughness built credibility.
It got them noticed.
It earned them the promotion.

Then the role changed.

And the habit stayed.

What breaks next is subtle.

→ Simple budget calls turn into long explanations.
→ Decisions invite debate that shouldn't exist.
→ Meetings slow down because every choice comes with a rationale.

The team stops listening for direction and starts listening for hesitation.

What once signaled competence now dilutes authority.

Not because the reasoning

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I help first-time leaders find CLARITY in career and leadership - DM if support required.

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You're automating decisions before you've clarified who should make them.

You've seen this play out:
– Strategic priority gets announced
– Multiple teams start working on it differently
– Departments optimize for conflicting metrics
– Leaders change direction without clear authority

And everyone blames "poor execution."

But here's the real problem:
Unclear decision rights create broken operating models.

When nobody knows who decides between competing priorities, your day-to-day operations can't support your strategy. Teams build processes around avoiding decisions instead of making them.

Then you add AI to "fix execution."
But AI amplifies whatever clarity already exists.

Clear decision authority? AI accelerates good choices.
Muddy decision authority? AI speeds up the confusion.

I've watched companies invest millions in AI tools while their teams still can't answer: "Who decides when sales and product disagree on roadmap priorities?"

The technology isn't the bottleneck.
The decision-making is.

Fix decision clarity first. Everything else follows.

What's one decision your team keeps avoiding because the authority isn't clear?

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I help first-time leaders find CLARITY in career and leadership - DM if support required.

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Most students are thinking about jobs that don’t exist yet.

During a college workshop.
These questions come to me again and again.

“How do I become an AI engineer?”
“How do I get a job as a fresher?”

Different words. Same mindset.

Most students are thinking about the end state.

→ A role
→ A title
→ An offer letter

But careers don’t start there.
The real work begins much earlier.

→ Skill development.
→ And Capability building.

Skills help you enter.
Capabilities help you survive, grow, and adapt.

This is where many institutions need focus 

And this is where I support Bridging industry and academia.
Shifting focus from Roles/Jobs to Industry Readiness.

Because careers aren’t built by chasing roles.
They’re built by strengthening foundations.

I help first-time leaders find CLARITY in career and leadership - DM if support required.

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Your best students complete internships and still aren't ready for industry.

Not because they lack skills.
Readiness isn’t what you know - it’s how you operate.

Here's the tension:

Internships teach tasks. Industry demands thinking.

And there's a gap between completing work and truly being ready to contribute.

What industry expects that internships don't explicitly teach:

1/ Operating in ambiguity
↳ School: "Here's your assignment and rubric"
↳ Work: "Figure out what needs to be solved"

2/ Managing competing demands
↳ School: Master one subject at a time
↳ Work: Balance multiple stakeholders with conflicting needs

3/ Finding your own resources
↳ School: Everything you need is provided
↳ Work: Create solutions from what doesn't exist yet

4/ Thinking beyond the task
↳ School: Execute the project perfectly
↳ Work: Understand why the project matters to the business

5/ Adapting your communication
↳ School: Thorough analysis and detailed reasoning
↳ Work: Clear recommendations and quick decisions

The gap isn't broken curriculum or ineffective internships.

It's the fundamental difference between learning how to do something and learning how to think about what should be done.

Both environments serve their purpose.

The bridge is helping students understand that readiness means shifting from 
"Can I complete this?" to "Should this be completed, and how does it fit the bigger picture?"

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I help first-time leaders find CLARITY in career and leadership - DM if support required.

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