Project manager for government and enterprise digital projects
Manager at BDO India, working with NeGD under MeitY. Based in Delhi, open to relocation and to remote work.
I started as an engineer, building mainframe automation and then blockchain systems. At EY I moved into government consulting, working with ministries on national platforms. For the last few years I have been managing whole projects, from the first meeting to go-live.
The projects I am proudest of matter nationally: a pay commission's portal, a green hydrogen certification scheme, and a cooperative registry for 40 million members. Each had a hard limit, such as a date set by law, a security audit or a statute, and each depended on several organisations working together.
AI is the newest part of my work. I use it to deliver faster, and I scope it into products where it helps, with a named person responsible for every decision.
Large projects succeed when the product, the process, the rules and the technology are designed together.
Four habits that run through every project
Start with what cannot move
A law, a date, a security audit, a budget. On the cooperative registry it was an Act. On the Pay Commission it was a date set in statute. Plan around these first.
Write down each decision and what it costs
Every choice has a trade-off. Running modules in parallel cost more coordination. Keeping every certificate version cost storage. Say so, so the client decides knowing both sides.
Get everyone moving the same way
Ministries, vendors, cloud and security agencies, none of whom report to the project manager. Regular reviews, written decisions and a named owner for every dependency.
Measure results, not deliverables
Processing time, uptime, profit, adoption. "Delivered on time" is not a result.
Where I have worked
Across government and enterprise.