The Short Version
I run a security and staffing business in Delhi, managing a large blue-collar workforce across security, logistics, and manufacturing operations.
I didn’t plan to run this business. I took it over after my father passed away suddenly in 2019.
I write because it helps me think.
What you’re reading here is a by-product of that process.
The Longer Context
My path into operations wasn’t deliberate.
I started out conventionally — engineering at NIT Hamirpur, an MBA from ISB, and roles across infrastructure, telecom, transportation, and startups at various companies (L&T, Reliance Jio, and Ola).
I worked in organisations with well established systems, helped build new ones, and watched several break in predictable ways.
In 2018, I founded a last-mile logistics startup called Interstellar. We designed custom two-wheelers, battery packs, and built out the operational stack end to end.
In 2019, my father passed away unexpectedly. I shut Interstellar down and stepped into his security business, Knighthood.
That transition invalidated most of what I thought I understood about business.
Running a manpower-heavy operation means dealing with cash-flow pressure, compliance, payroll, attrition, and decisions where clean answers don’t exist. The gap between business theory and operational reality is wide, and you feel it daily.
This site exists because of that gap.
Why I Write
Writing is not a growth strategy for me. It’s a thinking tool.
When I try to explain a decision i.e why I walked away from a ₹48 lakh monthly contract, or why I spend ₹60,000 a year on AI tools, as weak logic surfaces quickly. Things that felt “obvious” in my head often fall apart when I start writing it down
That friction is useful.
So most of what you read here is me trying to understand my own decisions more clearly. If it helps someone else navigate a similar problem, that’s a side effect I value, but it’s not the primary objective.
What You’ll Find Here
Most business writing is aimed at extremes: venture-backed startups chasing growth, or large enterprises with deep buffers.
This site is for operators in the middle i.e founders running real businesses with constraints, responsibility, and limited margin for error.
Here, you’ll find:
- Real numbers and trade-offs, not abstract success stories
- Systems that failed, and what broke
- Decision models borrowed from physics, economics, and operations
- Practical uses of AI inside non-technical, operations-heavy businesses
- Build logs from creating an internal ERP (O9X) inside my own company
This is not advice from someone who has “figured it out.”
It’s documentation from someone still inside the system.
Other Work
Before this, I co-founded an interior design firm called Articlus, which completed over 50 projects. It taught me more about cash flow discipline, customer communication, and operational systems than any formal training.
Outside work, I travel when I can, take photographs, read extensively, and experiment with tools to see what actually improves how work gets done.
Some of those observations end up here as Field Notes.
A Boundary Worth Stating
I don’t have universal answers. I’m not writing from a position of certainty or scale perfection. Everything here is shaped by my constraints, my context, and the decisions I’ve made so far.
Take what’s useful. Ignore what isn’t. If something you read here helped you solve a specific problem, I’d genuinely like to hear about it. Those messages are the only metric that matters to me.