I am a Business Operations and Supply Chain Leader with extensive experience across Oil & Gas, E-commerce, Logistics, FMCG, Retail and Agri-tech. My career started as a Petroleum Engineer, followed by around 8 years in the Oil & Gas downstream sector, working across projects, operations, city gas distribution and infrastructure development. I then pursued a full-time MBA in Operations & Supply Chain Management and moved into the fast-paced world of E-commerce, Logistics and Startups. Since then, I have worked with organizations including Amazon, Ecom Express, Supr Daily (Swiggy), Captain Fresh, Bijak and KIWI Kisan Window — experiencing both structured MNC environments and businesses where processes, teams and operating models were being built from the ground up. Across these roles, my work has covered operations, supply chain, warehousing, fulfilment, logistics, planning, cost management, process improvement, technology implementation and team leadership. But one of the biggest lessons from this journey has been that career growth in Operations is not just about becoming better at execution. A strong Operations or Supply Chain professional needs to understand the business behind the numbers. Why does this KPI matter? How does my work impact revenue, cost, customer experience or working capital? How do I use data to identify a problem instead of simply reporting it? How do I present my work to leadership? How do I move from "I completed my task" to "I improved the business"? This is also where I spend a lot of my time mentoring young professionals and Operations & Supply Chain executives. I work with individuals to help them move from execution-focused roles towards analytical, business-oriented and managerial responsibilities. My mentoring is not a standard course or a one-size-fits-all framework. I first try to understand the individual — their experience, strengths, gaps, aspirations, communication style and the kind of role they want to grow into — and then tailor the guidance accordingly. That can mean working on: • Analytical and problem-solving skills • Connecting day-to-day operations with business outcomes • KPI and data-driven decision making • Moving from reporting problems to proposing solutions • Communicating with managers and senior leadership • Presenting achievements and making your work visible • Building confidence, executive presence and professional body language • Preparing for the transition from individual contributor to manager • Navigating career moves and interviews • Understanding what it takes to move into central, planning, strategy or leadership roles My objective is simple: help good operators become better business professionals and future leaders. For businesses and founders, I also bring the other side of this experience — building processes, teams and operating systems, improving efficiency, and helping growing operations become more structured and scalable. I believe the best career advice comes from understanding the individual, the business and the reality of the job — not from a generic playbook.