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. 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 was not deliberate.
I started conventionally: engineering at NIT Hamirpur, an MBA from ISB, then roles across infrastructure, telecom, transportation, and startups at L&T, Reliance Jio, and Ola. I worked in organisations with established systems, helped build new ones, and watched several break in predictable ways.
In 2018, I co-founded Interstellar, a last-mile logistics startup. We designed custom two-wheelers, battery packs, and built 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 rarely exist. The gap between business theory and operational reality is wide. You feel it daily.
This site exists because of that gap.
Why I Write
Writing is not a growth strategy. It is a thinking tool.
When I try to explain a decision in writing — why I walked away from a ₹48 lakh monthly contract, or why I spend ₹60,000 a year on AI tools — weak logic surfaces quickly. Things that felt obvious in my head fall apart on the page. That friction is useful.
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 is a side effect I value. It is not the primary objective.
What You’ll Find Here
Most business writing targets the extremes: venture-backed startups chasing growth, or large enterprises with deep buffers. This site is for operators in the middle — founders running real businesses with constraints, real responsibility, and limited margin for error.
You will 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 is documentation from someone still inside the system.
Other Work
Before Knighthood, I co-founded an interior design firm called Articlus, which completed over 50 projects. It taught me more about cash flow discipline, client communication, and operational systems than any formal training did.
Outside work, I travel when I can, take photographs, read extensively, and and run experiments to see what actually improves how work gets done. Some of those observations end up here as Field Notes.
One Thing Worth Stating
Everything here is shaped by my constraints, my context, and the decisions I have made so far. I do not have universal answers, and I am not writing from a position of certainty.
Take what is useful. Ignore what is not. If something here helped you solve a specific problem, I would like to hear about it. Those messages are the only metric that matters to me.