I'm an IT infrastructure and operations leader with 17 years across hybrid cloud, enterprise networks, identity and service delivery, mostly in businesses supporting global workforces.
This is where I write about the work around the work: building capable teams across time zones, making sensible calls on vendors and spend, bringing clarity to ownership, and turning a sound technology plan into a change people will actually adopt.
Not a personal blog, and not a playbook. Just field notes from the decisions that shape resilient, accountable technology organisations.
Most teams I've walked into had one person keeping things running through willpower. That's not resilience, it's a risk. My first job is usually to make that person's work boring. Once the system carries the load, the humans can think again.
"The team is responsible" means nobody is. Someone's name goes next to every critical outcome. People don't need a 40-page RACI. They need clarity: this is yours, you own it, this is what happens if it slips.
You can tell me what your company values, or you can show me your IT budget and I'll figure it out. I read budgets line by line. I renegotiate when I need to. I treat every line as a choice somebody made that can be revisited.
The strongest engineers I've worked with aren't always the most certified. They're the ones who investigate an odd latency spike at 11pm because it doesn't sit right, or teach themselves a better tool over a weekend. Tools can be taught. That instinct usually can't.
Too many status meetings exist for visibility, not effectiveness. Real impact comes from clearing the path: eliminating unnecessary forums, accelerating decisions, shielding the team from avoidable noise. If I can delete a meeting and replace it with a written update, I will.
I'll tell you what I think, and I'll tell you when I think you're wrong. I expect the same back. Most hard decisions in IT get easier when people stop dancing around what they actually mean.
I've spent about 17 years in enterprise IT, leading through the operational realities of hybrid infrastructure: GCP, Azure, VMware, on-prem, and the network and identity layers that tie it all together.
Today I run IT infrastructure engineering for a global SaaS company. The work is as much about the operating model as the technology: guiding engineers across regions, making distributed services dependable, and owning the vendor, investment and delivery decisions that keep a global workforce productive.
Earlier roles covered messaging and directory services at a large hardware company and a global IT services firm, after starting out leading a small Microsoft infrastructure team at a BPO. The thread through it all has been the same: making complex environments clearer, steadier and easier to run.
I'm based in Delhi. If the formal version is useful, I'm happy to share a CV.
I welcome conversations about infrastructure and operations leadership, enterprise transformation and the work of building technology organisations that last. A useful point of view is enough to start.