I have spent 14 years turning technical understanding into commercial outcomes.
The through-line
I started hands-on — designing PV arrays, sizing inverters, configuring battery banks, and managing on-site C&I installations across India. That technical foundation stayed with me as I moved into commercial leadership. I have never lost the ability to read a single-line diagram or calculate an LCOE, and I think that is why I have been able to lead teams that actually deliver.
The through-line in every role has been the same: turn technical understanding into commercial outcomes. Whether that means structuring a PPA, negotiating a vendor contract, or presenting a five-year growth strategy to a board — the answer to "can we do this?" should always start with someone who understands both the technology and the money.
India: The foundation
At Gensol Engineering in Ahmedabad, I led a 20-person techno-commercial team through landmark projects: 183 MWp Continuum Green Energy, 44 MWp Damodar Valley Corporation (floating solar), 40 MWp Golden Hatcheries, 27.6 MWp Sembcorp Engineering, and 25.6 MWp Singareni Collieries. Revenue went up by 153% in my final year. The order book hit 650 MW and the development pipeline peaked at 1,500 MW.
I reported directly to the CEO. I was not just managing deals — I was shaping the company's regional expansion strategy, supporting investor relations, and evaluating M&A targets. That experience taught me how to think like an owner, not just an operator.
GCC: The inflection
Moving to Dubai in 2023 as Chief Business Officer at Gensol Renewables gave me the GCC market exposure that changed my career. We delivered 300% year-on-year revenue growth, built a 400 MW strategic pipeline, and closed projects in Bahrain, UAE, and Saudi Arabia. The 110 MWp Bahrain Steel project — a ground-mounted and rooftop hybrid with long-term O&M — is the one I am most proud of.
I led a 15-person team. I sat at the table with utilities, IPP sponsors, and regulators. I reported directly to the CEO and advised the board on partnership structures, funding strategies, and regional expansion priorities. I developed proprietary market-entry frameworks and pricing playbooks that became organisational standard.
Now: Building the next chapter
Today I am leading business development and engineering for a utility-scale solar EPC in Dubai, managing live C&I and utility-scale engagements across the UAE. I am also pursuing an Executive MBA focused on strategic leadership and energy sector commercial management.
But I am not just managing projects. I am building Arabian Grid — a platform for sharing the market intelligence I wish I had when I was entering new markets. Every brief on this site is written first for myself, then shared. If it saves one developer from making a bad entry decision, it has done its job.
Credentials
- B.E. Electrical & Electronics Engineering — Meenakshi Academy of Higher Education and Research, 2008–2012
- Executive MBA (In Progress) — Strategic leadership, commercial management, and advanced BD in renewable energy
- Business Excellence Award — Best Leadership and Strategist in Gujarat (EQ Int'l / First Source Energy India)
- Languages: English (Proficient), Hindi (Proficient)
Key projects and milestones
Technical-Commercial Lead — EPC & C&I Solar
Dubai, UAE — Multiple C&I and utility-scale solar EPC projects across industrial and data centre clients
Chief Business Officer
Renewables developer, Dubai — Led business development and engineering for C&I and utility-scale solar projects across the GCC under long-term O&M contracts.
Head — Techno-Commercial (India)
Gensol Engineering, Ahmedabad — 153% revenue growth (FY23), 650 MW order book, 1,500 MW pipeline, 183 MWp Continuum Green Energy, 44 MWp floating solar (DVC), 40 MWp Golden Hatcheries
Design & Project Engineering
Flux Solar, Cybermotion, Solace Renewable, Solkar Solar — Built hands-on foundation in PV design, system sizing, BoS components, and IEC/DEWA/TAQA compliance