Mumbai, India
Turning complex systems into meaningful change
Seven years solving complex challenges across four sectors and six countries. Whether shaping policy, leading operations, or building brands, I focus on turning ideas into measurable outcomes.
I've spent my career solving problems that looked completely different on the surface, yet every challenge came back to the same question: why do people trust one system, ignore another, and embrace a third? The answer was never more information. It was always better design.
Most participation frameworks measure attendance. This one measured belief.
12 hospitals joined a free healthcare network. None of them did it out of charity.
430,000 students. The real intervention was removing friction.
Serbia had anti-corruption commitments. What it didn't have was a way to measure them.
Every client had a different problem. Every solution had failed for the same reason.
The stakes, the institutions, the culture, the constraints: all different. But the people were always the same: trying to navigate systems that weren't built with them in mind.
That's what I work on. Not the policy. Not the process. The gap between what a system is designed to do and what people actually do with it. Close that gap, and the outcomes follow.
Indiana University · Bloomington
O'Neill School of Public Affairs
Strong instincts built in the field. Rigour built in the classroom. My MPA at Indiana University's O'Neill School, ranked #1 in the United States, gave me the quantitative tools to prove what I already knew intuitively.
Applied R and Stata to evidence-based policy analysis. Built behavioural insights frameworks. Won the Dean's Award for Policy Innovation. Awarded the Dean's Scholarship on merit.
The career paths that look like leadership are often the least effective.
The most effective policy reforms look less like legislation and more like brand campaigns.
We design programmes as if poverty is a technical problem. It's a trust problem.
The most loyal consumers aren't buying a product. They're buying an identity.
India's agricultural supply chain has more layers than it needs.
Accessibility standards exist. Accessible design doesn't, not really.
Re-architected same-day fulfilment achieving 90%+ on-time delivery while holding logistics cost flat across a multi-node network.
Competitive merit scholarship at the #1 ranked Public Affairs School in the United States.
Awarded for the Wealth Reclamation Bonds Initiative, restructuring unclaimed asset recovery as a public finance instrument for social investment.
Urban India · Premium Detailing
A premium car-detailing service brand built on D2C discipline, consistent pricing, visual identity, and service standards applied to a fragmented, unbranded category. The bet: in India's service economy, reliability is the scarce product. Build the brand before the network, then franchise the system.
Functional Beverage · Gen Z
A functional beverage concept exploring the intersection of Gen Z culture and wellness. Still in early ideation, working through the brand architecture, category positioning, and go-to-market approach. More when it's ready.
The gym taught me more than strength. Progressive overload showed me that discipline, consistency, and small daily improvements create extraordinary outcomes. I've carried that philosophy into campaign strategy, leadership, and institution-building ever since.
Open to collaborate at the intersection of governance, brand strategy and public affairs, currently based in Mumbai.
Emailchikaraapoorva@gmail.com Phone+91 97692 822833,339 Gram Panchayats across West Bengal with chronically low citizen participation in local budget decisions.
People attended Gram Sabha meetings but had no real influence on how money was spent. Attendance was performative, not participatory.
A critical free healthcare access gap in Bengal, hospitals had no incentive to participate and citizens had no reason to trust.
Neither side had a structural reason to engage with the other. Goodwill alone doesn't scale healthcare.
Low financial literacy and civic engagement across three states, existing programmes gave information but didn't change behaviour.
The system assumed people would act differently if they knew more. They didn't. The friction was in the system, not the people.
USAID initiative to strengthen electoral governance in Serbia, navigating EU accession while managing entrenched political patronage.
Anti-corruption work was entirely qualitative. Without a measurement framework, you can't track change, or prove it.
Four independent consulting engagements across sectors and borders, each requiring a system people would actually adopt.
Each client had a well-designed policy or product that wasn't working. The gap was always the same: systems ignored how people actually behave.
O'Neill School of Public Affairs, Indiana University, the #1 ranked public policy school in the United States.
Field experience without quantitative rigour limits credibility. Strong intuitions need to be testable.