This start up works in Online Education arena. Currently, IMBC caters to colleges and students who need to work on personality development aspects to be industry-ready graduates.I am leading a team that is developing content in line with the guidelines of UGC to spread the light of NEP 2023 for Bharat.

Mindfarm Novatech Private Limited (MNova) is Pune based innovation company. MNova believes in developing economically viable technologies for unmet healthcare needs.MNova has motto as “Discover, Develop and Deploy.” On this journey to be an innovation company, we want to start with discovery of need gap, then to develop solutions technologies to build value and monetize the opportunity by technology licensing is a routine . Technology Hairminator is a low hanging fruit now. Hairminator, terminates hair. Addressing a global market of USD20+ Billion. The milestones crossed during this technology development include 6 granted patents, two National Innovation awards (DST-Lockheed Martin Innovation Award- 2011, National Award for Commercializable Patent- 2013), a spin-off cosmetic product Romantaque in the market, developed under a Government of India grant in collaboration with IIT Bombay in 2007, multiple scientific publications. With two drug candidates ready for Phase II clinical trials, MNova is looking for various models of partnerships to scale up the activities. As a head of industrial division of MNova, led the activities of MNova as a sole distributor Wedeco AG (now Xylem) for their industrial scale UV water disinfection systems for India from 2008 to 2011.

Leadgen is a company promoted by a young team of 5 Ayurvedic practitioners. They wanted to comply with the corporate formalities and commercial possibilities. We explored commercial potentials of various possibilities concerning leagl formalities from drug potential and neutraceutical markets within the legal structure of India. We jointly figured out the way for them to follow.Leadgen is doing well in the conventional formulations.

Assisi Vision sprouted from the idea to create and cater to internet content needs of Indian market and the world. My scope as a founder director included formation of the company, trouble shooting for a typical start up, setting up infrastructure and HR policies, finalizing the objectives of the company to the smooth takeover of existing contracts from other service providers

Spotzot India was an ITES arm of Spotzot INC, USA, taking care of back end activities to make sure that the US customer enjoys best of services designed for them. It was an early stage of trouble shooting and soft landing for this start up from setting office to systems designed to match Indian ecosystem.Later on Spotzot India Pvt Ltd was taken over by Valassis Communications Inc. in 2014

Sukrut UV, was a startup Indian associate an Australian company It was sole distributor of industrial scale UV water disinfection systems of Wedeco Inc. As a founder director the scope of work included formation of the company, setting up of the industrial manufacturing unit for stainless steel chambers for Wedeco UV systems, trouble shooting for a typical industrial manufacturing and marketing company as well as heading Domestic Marketing team creating market for a new industrial UV water disinfection system, walking the path with the customer during implementation, troubleshooting and targeting repeat sales and service.

As a Regional Head for Western India, I led early activities of introducing electronic trading to a highly conservative Steel market. This was the beginning of internet invading in serious trading business. Steelnext.com was technology platforms targeted to market and distribute steel over internet. This startup was funded and supported by Reliance group.

When posted in Hyderabad, managing balance of information in the hub of LPG Cylinder manufacturing capital of India was unique challenge to handle as a Sales Manager on ground. All accounts were key accounts then, whatever may be their volumes to pick. Key customer accounts included LPG cylinder manufacturing segment in Hyderabad. Attending to customer complaint was like a soldier facing first bullet at border. One would have to decide on the to reciprocate by another bullet, or escalate matter suitably with data on ground zero. Implementation of SAP, in view of Y2K also called for extra diligence on accounting numbers from legacy data to new era. Keeping higher chances of revival and recovery for old stagnated accounts called for market information at ground zero, apart from assessing the case from future points of projections.While at Bangalore, had an opportunity to serve a PSU mammoth like Wheel and Axle Plant , who manufactures Wheels and Axles for Indian Railways since 1984. I have a unique claim of reconciliation of their accounts after and over a decade.In early days of introduction of Cold Rolled Steel by Tata Steel, Kirloskar-Toyota was a challenging Key Account to manage. Cold Rolled Steel processing facilities were being established and were far from stabilized state to cater to demands of a customer who is used to Japanese culture of JIT for manufacturing. It was as good as managing to move an elephant by inch at a time, every day.

Joined as Management trainee and had firsthand experience of setting up the office and distribution network and sales systems. Primary responsibilities included order processing, dispatch monitoring, documentation for payment processing with bank. Assessment of stockyard feasibility for Hot Rolled Coils at Indore, in addition to serve as a transitory hub for central and onwards area was an interesting exercise to carry during the period.