Primary consumer research into quick-commerce behaviour in India. Through 25+ qualitative interviews, I traced what happens after a stretch of frictionless ordering, and named the moment it breaks.

A visible signal, a pile of packaging, an unexpectedly large bank statement, triggers a recalibration. Consumers don't quit. They invent temporary rules around convenience, and the brand that meets them in that window keeps them.

Field research across 5 rural blocks, 53 baseline surveys and 120 qualitative interviews, on the barriers to electric-cooking adoption under the Jeevika ecosystem.

I built a behavioural and finance-led segmentation model, a district-prioritisation framework across 8 districts, and a Phase III scaling strategy for 18,000+ households. The barrier wasn't money. It was trust, and trust had a distribution channel.

Work on Mothercare's e-commerce and omnichannel presence. I audited 7,000+ product listings and ran 50+ customer conversations to find the real barriers to purchase.

Digital and in-store were misaligned, eroding trust even when the product was right. I built an integrated content and positioning strategy to align listings with in-store communication, closing the gap where trust leaked.

Interviewing and learning from self-help groups across three districts, 20+ focus group discussions and SPSS-based socioeconomic analysis. This was not data collection. It was an exercise in listening.

It built my comfort with ambiguity, pattern recognition in messy qualitative data, and a grounded belief: behaviour is always shaped by social, economic and cultural context.

A decision-driven consulting report for CLN Energy, a BSE-listed lithium-ion manufacturer, on how to scale its Battery Energy Storage (BESS) business as India races toward 500 GW of clean power.

Built with a four-person capstone team across policy, stakeholder and financial analysis. The recommendation: Build-Operate-Transfer, Rajasthan first and Bihar in parallel, compete on execution, never on tariff.

Florafect began during COVID, after an entrepreneurship workshop called Impact Engine. It was my first time turning a personal conviction about sustainability into a product and a pitch.

It grew into a sustainable floral-upcycling venture, built for the Indian Silicon Valley Competition. India generates 8 million tonnes of flower waste a year, so I anchored the go-to-market on B2B partnerships with eco-conscious brands. The waste was the opportunity; the market just needed a story.