I grew up inside a pharmaceutical manufacturing business. My family produces amino acids supplied to formulation companies that manufacture injectable IV solutions. From a young age, I understood that healthcare does not begin in a hospital. It begins in a reactor, in batch yield reports, in solvent recovery metrics, and in regulatory audits. I was proud of the role we played in India’s pharmaceutical ecosystem.

That pride turned reflective when my mother was hospitalized and administered IV drips produced by one of our customers. The compounds sustaining her recovery passed through supply chains like ours, and I knew exactly how they were made. I understood the solvent-heavy synthesis, the waste streams, the emissions. In that moment, I felt both gratitude and responsibility. We were contributing to lifesaving medicine — but through processes that are environmentally intensive and structurally dependent on imported intermediates. The system works, but it is fragile.

India stands at a strategic inflection point. It is the fastest-growing major economy in the world, home to the third-largest startup ecosystem, and supplies nearly 20% of global generic medicines. Yet structurally, we remain dependent. Roughly 70–75% of bulk drug and API inputs are imported, largely from China. We dominate formulation by volume but capture limited value upstream in high-margin API innovation. At the same time, traditional pharmaceutical synthesis can generate up to 100 kilograms of waste per kilogram of API produced, making it one of the most resource-intensive manufacturing sectors. Despite the national ambition of “Make in India,” our Gross Expenditure on Research and Development remains below 0.7% of GDP — far behind global innovation leaders.

India cannot aspire to healthcare sovereignty while relying on imported chemistry and outdated processes.

My long-term goal is to transform our family’s amino acid manufacturing base into a vertically integrated, green pharmaceutical platform that serves as proof-of-concept for sustainable API production at industrial scale in India. The transition would involve replacing conventional solvent-heavy synthesis with biocatalysis, flow chemistry, and fermentation-based processes; expanding the portfolio from amino acids into high-margin APIs; and building the operational, regulatory, and export credibility needed to compete globally. Over time, I aim to scale this model into a national green API manufacturing platform that reduces import dependence and repositions India within the pharmaceutical value chain.

If executed successfully, this platform could reduce API production costs by 30–40%, lower generic drug prices by 10–20% in cost-sensitive categories, and materially cut the environmental footprint of an industry that today generates significant chemical waste. More importantly, it would move India from being the world’s low-cost pharmacy to becoming a high-value, innovation-led, and environmentally responsible pharmaceutical hub — securing healthcare sovereignty for 1.4 billion citizens while strengthening India’s standing in global medicine.

To build toward this ambition, I will first deepen my expertise in global pharmaceutical supply chains and capital allocation by working in strategy and operations roles within a global pharma or healthcare-focused investment platform. This experience will allow me to understand industrial transformation at scale, navigate regulatory environments, and structure capital-intensive manufacturing transitions. Equipped with this exposure, I will return to scale and green-transition our manufacturing base, laying the foundation for India’s next-generation pharmaceutical infrastructure.

I have a diverse profile with 6 years of experience in Marketing Consulting for global CPG clients. I have a master’s degree in Economics, a side-by-side bachelor’s degree in Classical Music, and a long experience in debate competitions. While my musical sense helps me find rhythm in marketing and storytelling, my debating abilities shine through my clear and assertive communication. I work for a global beverage company for the Latin American markets (Brazil, Argentina and Chile) and very recently optimised their $150M budget to increase their return on investment by $0.15 on the dollar. Working across predominantly portugese/spanish speakers has taught me to adapt and acknowledge cultural differences and practice effective communication.

I work in enterprise middleware / infrastructure engineering at DXC, supporting IBM MQ/MFT environments for large enterprise clients. My work extends beyond production support into automation, observability, systems optimization, and leading cross-functional technical initiatives.

Key impact areas include:
• Reduced service downtime by 10+ hours and eliminated 80+ hours of manual effort through centralized monitoring solutions using Dynatrace and Datadog.
• Led end-to-end resolution of a major mainframe transfer overload issue by analyzing system behavior, designing a multi-agent routing solution, coordinating testing, approvals, and phased production deployment mitigating ~$4M in potential revenue lost .
• Mentored 10+ junior team members and peers on MQ fundamentals, troubleshooting, and best practices, reducing dependency on senior engineers.

Post-MBA, I aim to transition into Technical Product Management, leveraging my experience solving complex systems problems, building scalable processes, and leading technical execution.

I would especially value feedback on:

1. Competitiveness for T10/T15 schools as an Indian male engineer applicant.
2. How admissions committees may view an enterprise infrastructure / middleware background relative to software engineering or product backgrounds.
3. Whether TPM / PM goals appear credible and well aligned with my experience.