Three ways I show up.

I've started more than seven companies. One clean exit — my advertising agency, acquired by a French group. Some that scaled well. Some that failed. That range is the point: pattern recognition doesn't come from one lucky win, it comes from seeing the same decisions play out differently across multiple ventures.

Building and scaling

I've launched an FMCG food brand and built a 20-person sales team from nothing. I've raised funding from investors and venture capital for that business, and again for an EV-charging venture in Ireland — this time through accelerators and angel investors, working directly with ecosystem stakeholders including Enterprise Ireland and support networks across Europe and India. Different capital sources, different regulatory environments, different growth mechanics — I've had to relearn the fundamentals each time, which is exactly the muscle EIR work draws on.

Knowing when it works and when it doesn't

Not every venture succeeded. I've sat inside the failures as closely as the exit, and that's taught me more about the real risk points founders face — where the plan breaks, where the team breaks, where the market doesn't show up the way you expected.

Advising other founders

I built a startup community of around 2,000 people across three cities in Kerala, India, connecting early-stage founders with SMEs, corporates, and the local ecosystem — part professional, part volunteer. That work was about giving founders the know-how and the network I wish I'd had earlier: fundraising, positioning, and the practical mechanics of getting a first version of something into the market.

I've built, raised, exited, and failed. I'd like to put that pattern recognition to work helping the next founder navigate it faster than I did.