I started out on a fairly traditional path growing up in India, studying pure math in college and then moving into management consulting. But I’d always been drawn to public service, which took me to the government in Maharashtra, where I worked on large-scale technology projects for a state of 120 million people. Even with relatively basic underlying tech, the quality-of-life upgrade for the average citizen delivered by well-designed online applications over paper-based systems was humbling. Seeing how transformative technology can be when applied to real-world problems sparked my desire to work in the sector more directly, and that is what eventually led me to the Vision Fund.

Investing in India taught me to focus on how value actually gets created on the ground. Many sectors are moving from unorganized to organized, which creates enormous opportunity but also forces companies to build capabilities end-to-end, because the underlying rails often don’t exist. That environment rewards speed, capital efficiency, and execution muscle, and it also means attractive spaces quickly fill up with competitors — so the real question becomes who can compound advantages as the market formalizes.

The Europe ecosystem has strong technical talent and domain expertise, but scaling is rarely linear because every country is effectively its own market. You learn to underwrite whether teams can translate a strong core business into repeatable expansion across borders. 

These learnings have reiterated that so much eventually boils down to the quality of people who are able to drive structural advantages and execution quality, not just early momentum.

While there is no one-size-fits-all, the common traits often come down to ownership and resilience. The best founders viscerally feel the problem they’re taking on, and take full ownership for solving it. This includes the product they’re building, the people they’re hiring and leading, and the culture they’re creating. And it doesn’t get diluted even as their company grows. 

Resilience and the ability to learn from mistakes are just as important. Even the most promising companies will face tough times. How they weather those moments is what will define th

Investing is a marathon, not a sprint. Whether it’s building a company or creating impact, it takes time and a good deal of patience. I've also come to appreciate just how much relationships matter. Investments compound over time, and so do the relationships that come with them, whether that be with colleagues, founders, or other VCs. Today's actions continue to have an impact years down the line, so it's important to approach every interaction with intentionality and integrity.

When I was young, my mother introduced me to Zen Buddhism, and spirituality has been an important part of my life ever since. It also sparked a deep curiosity about the afterlife, which has become a nice balance to my work in technology and AI.