Headline

Building For Paws | Preventive pet health & monitoring | Masters’ Union

About

𝗣𝗲𝘁𝘀 𝗰𝗮𝗻’𝘁 𝘁𝗮𝗹𝗸, 𝗮𝗻𝗱 𝗼𝘂𝗿 𝘀𝘆𝘀𝘁𝗲𝗺 𝗶𝘀 𝗯𝘂𝗶𝗹𝘁 𝗮𝘀 𝗶𝗳 𝘁𝗵𝗲𝘆 𝗰𝗮𝗻. I’ve always been drawn to broken systems - the kind that look functional on the surface but fail quietly underneath. That instinct kept pulling me into situations where something had to be built from zero. Different roles, different contexts - same pattern. High ambiguity. No playbook. Plenty of mistakes. More burnout than I’d like to admit. What I learned wasn’t just leadership - it was figuring things out. I started delusionally confident, adapted fast, and kept going until something worked. For a long time, I tried running away from that instinct. I studied finance with plans of ending up in structured, legacy roles - the kind built on certainty and prestige. Somewhere along the way, it became clear I wasn’t wired for that. The real satisfaction came from solving problems people didn’t believe in, especially the ones that felt personal. That clarity hit hard the day my 9 month old rescue indie dog, Jerry, passed away without warning. No visible signs. No answers. Just hindsight and guesswork. Pet parents rely on subjective observation. Vets get minutes, not data. Care begins only after it’s already too late. That’s what led me to build 𝗙𝗼𝗿𝗣𝗮𝘄𝘀 - a preventive pet health & monitoring platform focused on catching early changes before they become emergencies. We’re starting with a smart collar that continuously tracks vitals, activity patterns, and location, giving pet parents and vets objective signals instead of intuition. If you’ve read this far, we’ll probably have a good conversation!

Location

Gurugram

Work experience

Founder at ForPaws, Oct 2025 - Present · 9 mos, Gurugram, Haryana, India, 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗮 𝗣𝗿𝗲𝘃𝗲𝗻𝘁𝗶𝘃𝗲 𝗣𝗲𝘁 𝗛𝗲𝗮𝗹𝘁𝗵𝗰𝗮𝗿𝗲 𝗣𝗹𝗮𝘁𝗳𝗼𝗿𝗺 Pets can’t talk, parents rely on intuition, and vets get minutes - not data. By the time anyone acts, it’s often already late. 𝗪𝗵𝗮𝘁 𝘄𝗲 𝗮𝗿𝗲 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 A preventive pet healthcare platform starting with a smart collar that continuously tracks vitals, activity patterns, and location - so early changes surface before they turn into emergencies. 𝗪𝗵𝗮𝘁 𝘄𝗲’𝘃𝗲 𝗱𝗼𝗻𝗲 𝘀𝗼 𝗳𝗮𝗿 • Spoke with 𝟮𝟬𝟬+ 𝗽𝗲𝘁 𝗽𝗮𝗿𝗲𝗻𝘁𝘀 to understand consumer behaviour. • Tested demand via Meta ad resulting in 𝟭𝟬𝟬+ 𝘀𝗶𝗴𝗻-𝘂𝗽𝘀 𝗮𝗻𝗱 𝟭𝟬 𝗽𝗮𝗶𝗱 𝗽𝗿𝗲-𝗼𝗿𝗱𝗲𝗿𝘀 in the one week. • Currently building and testing the MVP, backed by a ₹𝟭𝗟 𝗴𝗿𝗮𝗻𝘁 𝗳𝗿𝗼𝗺 𝗠𝗮𝘀𝘁𝗲𝗿𝘀’ 𝗨𝗻𝗶𝗼𝗻. 𝗪𝗵𝗮𝘁 𝘄𝗲’𝘃𝗲 𝗹𝗲𝗮𝗿𝗻𝗲𝗱 𝘀𝗼 𝗳𝗮𝗿 Trust comes from outcomes, not dashboards. The right way is to behave like a 𝗱𝗶𝗴𝗶𝘁𝗮𝗹 𝗵𝗼𝘀𝗽𝗶𝘁𝗮𝗹, owning everything end‑to‑end from early signal detection to diagnosis, treatment decisions, and follow‑ups.

Executive Body (BD → Ops) at AIESEC, Feb 2023 - Jan 2025 · 2 yrs, Chandigarh, India, 𝗜 𝗷𝗼𝗶𝗻𝗲𝗱 𝗔𝗜𝗘𝗦𝗘𝗖 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝗼𝗳 𝗶𝘁𝘀 𝗰𝘂𝗹𝘁𝘂𝗿𝗲. What I found was an organisation that was engaged but ineffective. The issue wasn’t effort, it was direction. 𝗪𝗵𝗮𝘁 𝗜 𝗱𝗶𝗱 • As VP-BD, rebuilt the function around long-term outcomes: partnerships and revenue • Later, as VP-Ops, used B2B college partnerships as the top of funnel for exchanges. • Put simple tracking systems and SOPs in place to improve conversions and response time. 𝗢𝘂𝘁𝗰𝗼𝗺𝗲𝘀 • BD partnerships scaled to 𝟯𝟬+, contributing to ₹𝟭𝟱𝗟+ 𝗰𝘂𝗺𝘂𝗹𝗮𝘁𝗶𝘃𝗲 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 across initiatives. • Onboarded partners including PepsiCo and BYJU’S. • Built 𝟲+ 𝗰𝗼𝗹𝗹𝗲𝗴𝗲 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽𝘀 generated 𝟵𝟬𝟬+ 𝗹𝗲𝗮𝗱𝘀. • Outgoing exchanges 𝘀𝗰𝗮𝗹𝗲𝗱 𝟮 → 𝟭𝟱 (highest since COVID) • Ranked 𝟮𝗻𝗱 𝗵𝗶𝗴𝗵𝗲𝘀𝘁 𝗶𝗻 𝗔𝘀𝗶𝗮-𝗣𝗮𝗰𝗶𝗳𝗶𝗰 during peak months 𝗪𝗵𝗮𝘁 𝗜 𝗹𝗲𝗮𝗿𝗻𝗲𝗱 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗿𝗲𝗽𝗹𝗮𝗰𝗲 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆. Outcomes come from knowing what matters and making informed choices toward it - culture amplifies the result.

Leadership roles (Project Director → President) at Enactus, 2021 - 2022 · 1 yr, Chandigarh, India, “𝗘𝗻𝘁𝗿𝗲𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝗶𝗮𝗹 𝗔𝗰𝘁𝗶𝗼𝗻 𝗙𝗼𝗿 𝗨𝘀” - the line alone was enough for me to join Enactus GGDSD. 𝗪𝗵𝗮𝘁 𝗜 𝗱𝗶𝗱 • Led 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗔𝗺𝗯𝗶𝗸𝗮, a menstrual health and livelihood initiative, by moving from ad-hoc execution to system-led operations. • Built revenue-backed distribution through 𝘁𝗿𝗮𝗱𝗲 𝘀𝗮𝗹𝗲𝘀 𝗮𝗻𝗱 𝗕𝟮𝗕 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽𝘀. • Formed a 𝘀𝗲𝗹𝗳-𝗵𝗲𝗹𝗽 𝗴𝗿𝗼𝘂𝗽 𝗼𝗳 𝗹𝗼𝗰𝗮𝗹 𝘄𝗼𝗺𝗲𝗻 to run sales drives and feed real user insights into decisions. • Took over as 𝗣𝗿𝗲𝘀𝗶𝗱𝗲𝗻𝘁 mid-term during a leadership collapse. 𝗢𝘂𝘁𝗰𝗼𝗺𝗲𝘀 • Scaled operations by 𝟮𝘅, reaching 𝟭,𝟬𝟬𝟬+ 𝘄𝗼𝗺𝗲𝗻/𝗺𝗼𝗻𝘁𝗵. • Increased sanitary pad supply from 𝟯𝟬𝟬→𝟭,𝟮𝟬𝟬 𝘂𝗻𝗶𝘁𝘀/𝘄𝗲𝗲𝗸, reducing costs by 𝟳𝟬%. • Expanded operations from 𝟯→𝟭𝟬 𝘀𝗹𝘂𝗺𝘀 and created full-time livelihoods for 𝟭𝟮 𝘄𝗼𝗺𝗲𝗻. • Rebuilt the club by growing 𝗺𝗲𝗺𝗯𝗲𝗿𝘀𝗵𝗶𝗽 𝗳𝗿𝗼𝗺 𝟱𝟬→𝟭𝟮𝟬+ through a selective drive (𝟲𝟬𝟬+ 𝗮𝗽𝗽𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻𝘀). • Strong structural changes created resistance - the board remained misaligned. 𝗪𝗵𝗮𝘁 𝗜 𝗹𝗲𝗮𝗿𝗻𝗲𝗱 𝗜 𝘂𝗻𝗱𝗲𝗿𝗲𝘀𝘁𝗶𝗺𝗮𝘁𝗲𝗱 𝗰𝘂𝗹𝘁𝘂𝗿𝗲. Leadership without cultural alignment doesn’t scale, no matter how strong the intent or execution.

Education

PGP - Technology and Business Management, Masters' Union

Bachelor of Commerce (Hons.), Accounting and Finance, Panjab university