I want to do the highest-impact work there is — and I've spent a career learning how.

Across nearly twelve years at Google I kept gravitating to the same kind of problem: take technology at the edge of what's possible — a brand-new product category, AI that has to run on a phone — and turn it into something real people use and love. The win is never the technology for its own sake. It's the product, and the lives it changes.

I did it for families as the founding engineering leader of Family Link, growing it from a prototype into a product hundreds of millions of parents trust to help their kids grow up well online. I did it for AI by leading a broad portfolio across Google's Assistant and Gemini stack — device to cloud, product to infrastructure — as one of the pillars of a 150-person org. And I did it at YouTube scale, setting the direction for the mobile apps two billion people watch on. Different domains, one instinct: start from the person, and let the technology earn its place.

I'm a well-rounded leader by choice: close enough to the code to earn engineers' trust, close enough to the user to know what's worth building, and able to carry both into the room where the company decides. I lead with documents — charters, one-pagers, roadmaps — because a team that can read the strategy doesn't have to guess it. Every team I've built or rebuilt started life as a written argument someone could push back on.

Teams from scratch

Hired and managed 25–40+ person organizations through ambiguous 0→1 platform charters, across Zürich, Mountain View, and LA — managing managers, including two EMs. One early team grew from 3 junior engineers to 8, with four promotions on my watch.

Fair evaluation

Authored calibration-session practices used beyond my own teams: time-capped discussions, bias pre-reads, and a standing rule — for every rating, ask why not higher and why not lower.

Honest transitions

Led teams through layoffs, strategy pivots, and re-orgs — including winding down scope my own teams built. Teams forgive a changed strategy; they don't forgive a hidden one.

Users at the center

Mission-driven culture grounded in who the system serves — the parent at midnight, the teen negotiating autonomy, the nurse double-checking an order.

I began building a healthcare AI company in late 2025 and left Google in early 2026 to go all-in. It's in stealth, built hands-on with early clinical partners. I chose healthcare because it's the highest-impact place I could take what I do best: frontier AI, aimed at a problem where getting it right changes people's lives, and getting it wrong isn't an option.

Founding means owning all of it — the product, the engineering, the customers, the hiring. I sit with clinical teams to figure out where AI genuinely helps, what it should do on its own, and when it has to defer to a person. It's the same instinct that ran through everything before it: powerful technology is only worth shipping when it earns the trust of the people who depend on it.

• Stanford Graduate School of BusinessGraduate coursework, 2020–2022
• Santa Clara UniversityM.S., Computer Science, 2014
• JNTU HyderabadB.Tech., Computer Science, 2012

The rest of the curriculum was Google: COPPA and GDPR turned into working code, privacy review for 25+ launches, access-control design with the team behind Google's authorization systems, and years of learning that the systems people trust are the ones that show their work.