I like problems where the answer isn't obvious yet. Most of my last two years has been spent in the Founder's Office at ReDesyn (Sinnamon Fashions)—the kind of seat where you're writing a BRD in the morning, on a call with a lead investor at noon, and fixing a dispatch bottleneck by evening. I closed our ₹12Cr Pre-Series A at a ₹78Cr valuation (plus ₹1Cr via Deed of Adherence), but the work I'm most proud of is what made that round possible: optimizing P&L to drive a 4× valuation jump in FY23-24 and 2× in FY24-25, and architecting our pivot from apparel manufacturing to a shoppertainment marketplace by being the translation layer between operations and engineering. Before this, I scaled ReDesyn's logistics P&L from ₹1Cr to ₹2.5Cr/month in six months, cut RTO by 45% with a custom customer-rating model, and led the Shopify→custom OMS migration. Earlier, at Delhivery, I was the process engineering lead on two of the largest logistics integrations in India—Spot On Logistics acquisition and FedEx Express domestic—covering 120+ facilities, 1,700+ trained employees, and ₹1.5Cr/year in consumable savings. Mahindra Logistics before that, running Flipkart and Amazon hubs at 50K+ shipments/day. The thread across all of it: I treat operations as a business problem, not a task list. P&L levers, capacity models, vendor economics, product requirements—these are the same muscle, just pointed at different targets. What I'm open to: Founder's Office, Chief of Staff, Strategy & Ops, or Growth roles at seed to Series B startups where the ambiguity is high and the ceiling is higher. Also open to consulting-style engagements on fundraise prep, ops-tech bridges, and 0→1 launches.