Most brand leaders are one of two things.
I'm the rarer third kind.

Trained inside Wieden+Kennedy, then handed a multi-billion-dollar global brand portfolio across thirty-five countries. That combination has shaped how I think about the job.

Most brand leaders are either creatives who learned to operate, or operators who learned to brief creatives. I'm the rarer third kind — someone who came up through the craft and ended up running the machine that produces it.

Brand, in how I run it, is a P&L lever. Not a polish layer. It either earns its place in the boardroom or it doesn't. My job is to make sure it does.

At PRISM I own the global house of brands as a direct partner to the founder and CEO on brand strategy, M&A integration, crisis communication, and corporate narrative. I lead a multi-geography organisation of in-house teams and global agency partners, and have rebuilt the whole operating model around AI-first workflows — reducing brand and creative costs by eighty percent while holding ninety percent team retention over two years.

Before PRISM, three years at Wieden+Kennedy Delhi on brand planning for Nike, Audi, IndiGo, and DBS. Earlier training in account management and integrated brand communications at FCB Ulka and Mullen Lowe. M.A. in Digital Media Management from Hyper Island in Sweden.

Fifteen years, in total, spent building, scaling, and turning around consumer brands across India, the US, UK, Europe, and Southeast Asia. Best days on the job: making the founder look prescient. Worst days: the ones that don't ship.