Global Product and Technology Platforms Executive

Before my MBA, I built technology products in the energy industry — digital twins and process simulation for global oil and gas clients at Petrofac and Kongsberg Digital, then product ownership at Honeywell for AI/ML-powered simulation and control systems. That foundation in complex industrial systems, machine learning, and cross-regional delivery shaped how I approach platform product leadership today.

My work was intriguing and took me to remote locations where these plants were based. My most peculiar experiences have been the testing of a pipeline leak detection digital twin for an OPEC oil pipeline on-site in Saudi Arabia and experiencing an earthquake while commissioning an operator training simulator (think of a similar system as a flight simulator for pilots) on-site in Japan.

I moved on to a core product owner role with Honeywell, enhancing the value proposition for Honeywell's proprietary digital twin and simulation products and renowned Distributed Control Systems (DCS) over a span of 3.5 years. Again, a super interesting role where I learnt the craft of Machine Learning (ML), collaborating with technology and commercial teams spread across all regions worldwide. The role also introduced me to processes/workflows and familiarised me with virtual machines (VMware thin clients), client-server architecture and application of Lean and Six Sigma frameworks (think DMAIC and DFSS) to reduce waste and improve efficiency.

Then came a shift to management roles with the start of my 8.5-year tenure with Amazon post a 2-year full-time MBA. After a brief stint as an IC PM in India, I moved to the UK in late 2015, keen to grab the opportunity to work in supply chain and transportation — a domain I love.

I led the launch of Amazon Air in Europe, kickstarting the operations from scratch in true start-up mode. Although classified as program management on paper, my role was 'all-inclusive' and involved multiple hats, acting interchangeably as lead product manager, ground operations lead, commercial carrier management and data lead. It took a lot of grit and agency but it was well worth it. The benefits to customers and impact on the business were positive, tangible and apparent. Customers in the UK and Germany could place orders with 2-day FastTrack delivery (the gold standard in 2015) for a bigger selection (as items in EU warehouses opened up for customers in the UK and vice versa) after they were back home from work (with delayed order cutoff times). This was worth at least EUR 800 million in incremental GMS.

The launch opened up an opportunity for me to lead a cross-functional program to improve delivery promise reliability and click-to-delivery (C2D) speed for Prime orders across top 5 EU marketplaces for Amazon. The scale was big: 2B+ orders, 10+ countries, 50+ sites, 200+ carrier partners serving multiple transportation modes with air + road. This was a lesson in using metrics as leverage, bringing structure to complexity and changing context with agility to manage stakeholders with varying perspectives.