Facilities and Corporate Real Estate Manager – India

• Equinix is one of the world's largest data center and interconnection companies. When I joined, a Corporate Real Estate function existed in India, but it had not been built into what the business actually needed. Today, it operates as a structured Centre of Excellence, with a dedicated team, integrated vendor partners, and governance frameworks defining how we operate across metro cities in India.
• Building that required more than operational knowledge. It required the ability to translate a global CRE strategy into an India-specific model, navigate ambiguity without losing direction, and make early decisions that would be difficult to reverse later. That is the work I was brought in to do, and it is the work I continue to lead.

Manager and Site Lead – Workplace Real Estate & Facilities Management

• GSK did not have a Global Capability Centre in India and no established model to follow. I designed and operationalized the entire Workplace Real Estate and Facilities function from the ground up, creating what became the operational standard for GSK's India portfolio.
• Over four years, the scope grew to 2,500+ employees and an annual budget of $5 million USD. Compliance was non-negotiable. The performance framework I put in place is still in use today.
• What made this role genuinely difficult was not the scale or the complexity alone it was the precision required at every stage of operations, while the business continued to grow around it.

Facilities Leader – Technical Center India

• Engineering environments tolerate no operational margin for error. At Delphi's Technical Center, I was accountable for the infrastructure that kept a precision workplace running, HVAC, electrical, fire systems, and critical building services with zero unplanned downtime across my entire tenure.
• I also led the EHS governance framework, achieving zero reportable incidents. In facilities management, that number represents hundreds of daily decisions made correctly.

Assistant Manager – Facilities and Corporate Services

• Viacom18 taught me operational velocity. Establishing Bengaluru facilities, leading simultaneous office rollouts across cities, and executing high-volume events under compressed timelines demanded a different kind of discipline one where speed and precision had to coexist.
• Managing high-profile stakeholder engagements also sharpened something less quantifiable: judgement under pressure, in environments where the cost of error is visible and immediate.

Assistant Manager – Facilities and Administration

• I joined Dun & Bradstreet at a moment of real instability, the administration function had broken down, trust had been lost, and the organisation needed someone who could restore both operational efficiency and financial integrity from the ground up. That became my mandate.
• Over six years across Bengaluru and Hyderabad, I rebuilt the function into something the business could genuinely rely on, transparent financial controls, accountable vendor relationships, and consistent service delivery that held its standard without supervision. When an organisation trusts you with its operations after a breakdown, and you leave it stronger than you found it, that means something.

Executive Administration

• This is where I learned to work. Facilities administration at this level is detailed, demanding, and largely invisible when done well. I did it well , and that invisibility became my first professional standard.