20 years in. Still doing the work.
Twenty years spent inside businesses that were scaling, breaking, or often both. The systems I built and rebuilt inside them are the craft this practice runs on now.
I ran product and business operations for Freshservice, Freshworks’ fast growing B2B SaaS unit, owning the OKRs, quarterly roadmapping, and the operational cadences that kept product, engineering, and go to market in lockstep. The team quadrupled. Revenue grew fourfold. None of that came from a single dashboard or planning ritual. It came from making sure the cadence itself never broke, no matter how fast the org around it changed.
Before SaaS, I owned demand planning and supply allocation for SunEdison Semiconductor’s 200mm silicon wafer line, coordinating around sixty customers across five fabs worldwide. That line ran between two hundred fifty and three hundred million dollars a year, inside a business that did close to a billion dollars overall across every product line my manager oversaw. A plan only works if it can reconcile what customers are asking for with what a fab can actually produce, before anything ships, not after.
Most businesses get where they are going eventually. What changes is whether they stumble through the hurdles along the way, or are given a clear path through the chaos.
ParallX and The Anchored Lens exist to find where a business or individual is stumbling through hurdles, and give them a clear path through the chaos instead.
Both are for companies and individuals who want an honest, seasoned take from an experienced professional before they try to fix anything.