I started out designing systems for Tata Communications, Infosys and Bharti Airtel. Then I left and started my own business in auto parts and accessories. It grew past ₹100 crore, profitable and debt free, and the TVS Group came in.
Doing both taught me something I did not expect about what actually holds a growing company together. That is what I write about here.
Awards from the industry, from the group, and coverage in the business press.
Computer science at Delhi University. Then a full-time MBA in Systems and Finance at Symbiosis (SIDTM), Pune.
Tata Communications, Infosys and Bharti Airtel, 2006 to 2011. Solution architecture, Siebel CRM, enterprise accounts. The work was systems and scaling.
Jazzmyride, from 2011. 2.5 lakh SKUs, direct tie-ups with 55+ brands, selling across 28 marketplaces. India's number one online business for auto parts and accessories.
The TVS Group invested in 2016 and fully acquired in 2019. The business moved from marketplaces to distribution — 150+ distributors, 15,000 stores, 100% cash and carry.
I tried a lot of products. I learned what individual SaaS tools cost you once they stop talking to each other, and how little the sales promise has to do with a lean team's day.
What I learned putting the right foundation under a growing company. I am not selling software or consulting, so I can say plainly what worked and what did not.
Orders in one system, stock in another, payments in a third, and the team on WhatsApp. Every month we spent days arguing about whose number was right before we could decide anything.
So I tried a lot of SaaS products. Each one solved its own slice and quietly created another island. The sales promise never met what a lean team actually needs on a Tuesday afternoon.
What finally worked was unglamorous. Put the whole company's data in one place, then write the rules that run on top of it. Early on, a Google Sheet would have done the job. At 150 distributors it would not have. Knowing which tool fits the size you are actually at is most of the skill.
Orders, stock, people, money. Once it all sat together, most of the arguing stopped.
A business rule is a decision you stop making by hand. We had hundreds and had written down none of them.
Five tools, five versions of the truth, and a team that spent its day reconciling instead of selling.
Short videos on systems, scaling and the mistakes that repeat. Published on YouTube and LinkedIn.
ETAUTO6:23On building myTVS Parts and Accessories, and where the aftermarket is heading.
Watch on YouTube →
ZEE BUSINESS17:22The Jazzmyride story, told while it was still being built.
Watch on YouTube →Short videos on systems, scaling and the mistakes that repeat. Posted there first.
Watch on LinkedIn →Everything gets posted first on LinkedIn and YouTube. Follow wherever you already spend your time.