Worked with Lunar Design to develop a DNA model for the
culture of a large computer company that has subsequently
been used as the basis for industrial design of many of
the new product offerings since 2003.
Worked with a large networking company to create a new
business model for IP/Telephony that allowed the company
to be more successful in the new technology market. The
company did not have a track record in the proposed new
technology and had lost several million dollars and precious
time in unproductive sales activity.
Offered workshops over the last 6 years to develop a more
reflective and receptive mindset for senior executives
of a large European aerospace company. Significant changes
were made to the composition of the executive team; major
acquisitions were made to make them more global competitors;
and key decisions were made in identifying right roles
for right people that increased diversity among the senior
Helped design a senior executive development program for
a large aerospace company that was offered to the top
500 executives. This program and a follow-up program were
featured in Business Week and Fast Company magazines.
with the second largest bank in Asia to create a transformed
mindset toward increased growth in their top 100 executives.
Follow-up interviews reported small but significant changes
in their behaviors at work and home.
a large automotive company to learn from the failures
of its entry into a large Asian country and helped create
a partnership model for successful entry to another Asian
Fellow and manager, Apple University: researched and co-designed
a ‘learning processor that augments human intelligence’;
created the technology school of the Apple University
and introduced several training programs for Apple employees;
marketed software applications in Apple International.
Fourteen years executive coaching experience with C-level
executives, boards, and senior manager clients that include
Boeing, Sun Global, Apple Computer, Disney, Mobil, Ford,
Cisco, HP, Quaker Oats (Pepsi), Navigation Technologies,
BAE Systems, Sasken, Mastek, and SBC Pacific Bell
Coaching focus is on bringing out hidden competencies
and capacity in executives to help coachees be more effective,
innovative, and successful.
Coached CEO of a technology company to resolve differences
with the founder/ Chairman, hire executive team members,
reduce quality issues by about 50 per cent, and successfully
complete a merger with a software company.
Coached board members of a public company to agree on
a new CEO for their overseas division who increased their
revenues by 200%. Also coached the board member and a
CEO who stepped down to stay on the board and continue
his relationship with other board members.
Coached a senior executive who was about to leave a large
European defense company to reexamine his career options
as he considered moving into the political arena. He is
currently the managing director of the financial arm of
Worked with a senior executive who was asked to look at
the failure of his automotive company’s operations
in a large Asian company and explore how to successfully
enter another large Asian country. Coached him to reflect
honestly on the lessons from one country and come up with
a strategic plan to ensure the success of new division
started in the second Asian country.
Assisted a senior vice president to strategize and create
a workable plan to introduce new technology and products
into the market place (of the company that they had purchased).
That plan, and team coaching that followed, helped that
company enter a new market place and set new standards.
The intervention saved the company from writing off the
$400 million purchase and $27 million loss in the previous
quarter a loss.
Coached the founder of a public company who returned to
the company he founded as the CEO for the second time.
During the first several months, the client recognized
that his passion and aspirations do not match the needs
of the company. I assisted him in finding a replacement
CEO for him and negotiate with other board members to
step down from the CEO and Chairman role. In the following
12 months, the new CEO helped the stock price to triple
and revenues to go up 150%.
Advised a cofounder of a software services public company
in working with his co-founders, choosing a new CEO for
the overseas division and working as a bridge between
the new CEO, co-founder and the other board members of
the company. During my coaching years, the company revenues
quadrupled in 9 years.
and Professional Credentials
Director, TiE (2004): An international organization with
46 chapters in 12 countries created by south Asian business
leaders. Co-founded TiE Institute that had over 3000 participants
in its 40 offerings in 24 months.
Boards of Trustees/Directors for Society for Organizational
Learning (created around Peter Senge’s learning
organization concepts), Aankhen Inc., Intertec Communications,
The Hindu University of North America and Spirit of India.com.
Physics, the Indian Institute of Technology in Madras,
India Adjunct professor at the Saybrook Graduate School.
Research focuses on learning and thinking processes that
lead to innovation and transformation.
Research Fellow, Senior Manager (international marketing),
and Technical Advisor at Apple Computer
assistant Director of a research laboratory at the University
of Utah Author, Discontinuous Learning: Reflections on
Aligning Life and Work, (to be published in 2005) and
over 30 articles, reviews, and book chapters on entrepreneurship,
e-learning, and organizational development
insights on what it takes to ignite the genius within:
I quit Apple in early 1990 because it was clear that innovation
and breakthrough learning take place in "soft" domains
like Leadership than in hard sciences (like Physics) or hard
business skills (like managing resources). When I started
working with companies doing executive development programs
or design of leadership development, I realized that knowledge
is easy to give or receive. Many schools do that quite well.
If an executive needs a brush up of general management knowledge,
he should go to one of the executive development courses in
a reputable school for a few days/months.
On the other hand, skill building takes place on the job.
Schools do not build skills but one does it in practicing
what one learned in school in a real life setting. But both
knowledge and skills are necessary for one to be successful
and grow in their job. When they integrate their skills and
knowledge with their own ‘feel’ of the job and
‘feel’ confident about themselves, they become
competent workers and managers. Many companies focus on leadership
competencies and do the gap analysis through 360 reviews and
help people to develop required competencies to make them
and organizations successful. Considering that many leadership
development programs don’t give high return on the investment,
I began to think about the missing factors in leadership development.
On reflection, I learned the value of capacity that one has.
It is different from potential as we know in human potential.
Capacity shows up in action and it is not a reservoir of potential
to be tapped into. Capacity is unlocked when mindsets are
changed or when people make discontinuous leaps — in
other words when cognitive reframing takes place. This process
is not dependent on the instructor or coach or facilitator
but it is on the individual. Why? Because it is about the
individual discovering ones own natural genius based on the
environment, mirroring and the provocation provided by others.
This is the source of passion, creativity and leadership.
I got excited and hence started working on understanding this
‘igniting genius within’ concept. I brought my
spiritual education, scientific knowledge and research and
business awareness together to serve me in helping others
to ignite their genius. That is what I still do in working