Engineer first. Then financier. Then operator. Always a builder.
Most people follow a linear career. I followed a question.
In 2001, midway through a successful engineering career at Motorola — after filing patent disclosures, publishing in IEEE, and demonstrating products to Fortune 200 executives — I wrote this in my annual career plan:
I chose both. And then some.
I started with a Bachelor's in Electrical Engineering from Bangalore University and a Master's in Computer Science from the University of Oklahoma. At Motorola, I spent seven years in the Global Telecom Solutions Sector — building tools, leading CDMA software testing, filing three patent disclosures, publishing research on wireless mobility at IEEE, and demonstrating WLAN-cellular session mobility to companies like Nextel. I was consistently rated "Exceeds Expectations" every year.
But engineering alone wasn't enough. I wanted to understand the business side — the P&L, the strategy, the decisions that determined which products got built and which got killed.
So I went to Kelley School of Business at Indiana University for an MBA in Finance & Accounting. That led to Alliance Healthcare Services, where I managed the full P&L for an $86 million region and proposed a cost allocation methodology that saved $2 million in transportation costs. Then to ComforCare Senior Services, where as Director of Operations I grew revenue by 125%. Then to Bank of America, where I directed a team that saved approximately $250 million through regulatory compliance reporting.
Along the way, I operated Aloha Mind Math — an education franchise — for ten years, learning everything about curriculum delivery, student acquisition, instructor management, and franchise operations from the inside.
At Locke Lord, I led an ADP-to-Workday HCM migration, converting five years of historical data into a single platform. At Toyota, I spent eight years progressing from project contributor to enterprise Product Owner. I led the End-to-End Workday Recruiting rollout across Toyota's entire North American manufacturing footprint — a system that now supports over 100,000 applicants. I managed international Workday implementations for Toyota do Brasil, set up systems for a greenfield battery plant, and delivered 50+ system enhancements. My last two annual reviews both earned "Exceeded" ratings.
Today, I own and operate Vitals Family Medicine & MedSpa in Allen, Texas. I built the entire business infrastructure: in-house billing team, chronic care management programs, remote patient monitoring, vendor relationships, and a MedSpa marketing engine. I also manage investment properties across the DFW area as a licensed Texas real estate agent, and I'm relaunching MathKoach — a mental math education platform built on a decade of experience.
Across every role, one pattern repeats: I enter a system that's broken or nonexistent, build the solution, stabilize it, and transition it to someone else. That's what I did at Motorola (built tools, transitioned to the team), at Toyota (built E2E Recruiting, transitioned to operations), at Aloha Mind Math (operated for 10 years, transitioned to my brother), and what I'm doing now at Vitals.
It's not a resume. It's a methodology. And it's available.
I'm available for advisory engagements, consulting, and expert network consultations.
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