I trained as a mechanical engineer in Bangalore. My final-year project was a carbon-neutral engine. I led an all-terrain racing team and ran green-technology projects as a student ambassador. The thread, even then, was building things that connect to the world rather than sit in a lab.
I chose pharma because I wanted to work on health without being a clinician. The commercial side of healthcare felt like the right bridge: close enough to patients to matter, broad enough to change systems.
The work that changed how I think
Over nine years inside two global pharmaceutical multinationals, Viatris and Novo Nordisk, I have worn seven different roles, from individual contributor to people management. I have worked across global markets and directly with executive leadership teams, building and nurturing brand lifecycles, running global brand campaigns, and leading milestone launches, before moving into health equity and sustainability, where the climate and health connection became impossible to unsee. In that work I partnered directly with the WHO-Foundation and UNICEF.
The work that changed how I think wasn't in a boardroom. It was in the field.
I watched vulnerable patients with chronic conditions and disease make hours of round trips for a three-minute consultation, struggle to get medicines on time, and miss follow-ups and treatment cycles, not because the medicine didn't exist, but because their most basic needs were never being met.
I have also seen, up close, how unequally this lands. The way climate change touches a life in a tier-one city is starkly different from the way it touches someone on the other side of it, already trying to make ends meet. The same heatwave, the same flood, two entirely different worlds. That gap is the thing I cannot unsee.
Social responsibility as strategy
At Novo Nordisk, I led social-responsibility work built on one belief: healthcare impact cannot stop at product availability. It has to reach people where they are, especially those who face barriers in awareness, access, affordability, diagnosis, counselling, and long-term support.
A large part of that ran through the Novo Nordisk Education Foundation, and the patient wellness hubs in particular. These were not one-off awareness touchpoints. They were places where people in underserved communities could get education, counselling, screening support, and continued engagement well beyond the clinic. I helped build and strengthen those programmes, aligning medical, commercial, access, communications, and on-ground teams, and coordinating with external partners including the WHO and UNICEF, so that intent turned into something practical, measurable, and relevant to the people it served.
That work shaped a conviction I carry into Syntropy Earth: social responsibility in healthcare has to move from charity to strategy, from activity to outcomes, from isolated programmes to models of access and equity that can scale. Treated as a strategic function, it connects purpose, patient outcomes, and long-term resilience, instead of sitting to one side of the business.
Operating depth
I am not a commentator on this work. I have done it. I have managed launches with more than a dozen cross-functional workstreams, built first-of-their-kind pharmacy and trade activation across 1,500 outlets, negotiated commercial partnerships, and built the measurement systems that carry programmes through board and regulatory scrutiny.
When I talk about access, I am thinking about pharmacy channels, cold chains, last-mile distribution, and the operational reality of getting care to people. When I talk about sustainability, I am thinking about measurement, governance, and risk-managed strategy that holds up. That operating depth is what separates this from generic climate-health commentary.
Background
Where to find me