18 years with Indian SMEs. One pattern I couldn't stop seeing — and the system I built to fix it.
I learned business from the floor, not a boardroom.
Sales cabins, factory floors, HR desks. I didn't study Indian SMEs from the outside — I worked inside them, across the messy middle where the real decisions get made.
Sales, HR, operations, strategy — I kept moving where the problems moved.
Most people pick a lane. I couldn't. The same businesses that were brilliant at one thing were quietly breaking at another, and the breaks were always connected.
Every growing business was secretly running on one exhausted person.
₹20 crore, ₹80 crore, ₹200 crore — it didn't matter. Underneath the org chart was a single human holding it together. Usually the founder. Pull them out and the machine stuttered.
So I built EI Consulting and the Revenue Operating System.
Not more advice — founders are drowning in advice. Five layers of plumbing that turn founder effort into predictable revenue: a sales engine, teams that own outcomes, operations that don't live in one person's memory, and the rhythm that keeps it honest.
One test: can the business run when the founder leaves the room?
I want to walk in and, ninety days later, watch a founder take a week off without their phone catching fire. Most businesses can't do that yet. That's the work.