Most plan the operation on paper. I've run it under fire.
I'm a logistics and supply chain operator turned advisor. For 20+ years I've brought structure to complex, high-stakes operations — from NEOM to Iraq — owning a USD 120M P&L, leading 150-strong teams, and working directly with boards, C-suites, and governments. I design the operating model, then deliver it.
Where I'm strongest.
Senior Stakeholder Engagement
Board & C-suite leadership · government ministries & agencies
End-to-End Programme Management
150+ team across the DSV–NEOM JV · project & team leadership
Project Delivery & Scale-Up
USD 120M P&L · USD 10B JV · new business lines built from zero
Fiscal Stewardship
85% manpower rationalisation · USD 262M modelled savings · steering-committee capex review
Freight & Project-Cargo Strategy
Shell · BP · ARAMCO JV · heavy-lift & breakbulk
Five problems I'm built for.
Project Logistics & Freight Strategy
Heavy-lift, breakbulk, multimodal and freight-forwarding strategy across energy and oil & gas.
Megaproject & Construction Logistics
Mobilisation, sequencing, convoy strategy, laydown and PMC governance on the hardest sites.
Logistics Cost Transformation
Network redesign, freight and vendor consolidation, and process re-engineering — success-based where it fits.
Operating Model & Network Design
Operating models from first principles — structures, processes, network shape and KPI architecture.
Strategic Sourcing & Procurement Frameworks
Securing supply-chain capacity and vendor frameworks for large development portfolios.
Operator judgment, on your side of the table.
Operational Due Diligence
Pressure-testing operating models, capex proposals, and delivery plans against ground reality — before capital deploys.
Board & Steering Representation
The operator's seat through the hold: protecting invested capital from operational drift and non-core spend.
Scale-Up Delivery
Building the teams, systems, and discipline that turn an investment thesis into an operating business.
Steering-committee experience inside a USD 10B logistics JV · owner-side PMC governance on a Vision 2030 giga-project · built and ran P&Ls — not just advised on them.
An operator, not a slide deck.
Most logistics problems aren't really logistics problems. They're operating-model problems wearing a logistics costume — unclear accountability, the wrong network shape, processes that never standardised, data nobody trusts. I've spent 20+ years inside those problems, on the operator's side of the table, owning the P&L and the outcome.
That's the difference I bring as an advisor. I've run the operations I now advise on — country P&Ls, megaproject logistics platforms, freight and project-cargo networks, control towers. I don't hand over a strategy and leave. I design the operating model, then help you stand it up so it holds after I'm gone.
Engagements are structured around outcomes — including success-based models where my fee is tied to the savings or performance I deliver. If the operation doesn't improve, neither do I.
It's whether it still works after you leave.
A track record measured in outcomes.
Success-based advisory engagement targeting logistics cost reduction across the industrial portfolio of one of Saudi Arabia's largest listed industrial conglomerates — construction, steel, and manufacturing. CEO-level mandate; fee structured against delivered savings.
Active engagementEngaged to design and deliver the logistics ecosystem for Soudah — a Vision 2030 mountain-tourism megaproject in the Asir highlands, where severe terrain rules out the standard playbook. Set the integrated transport, routing, and materials-flow strategy from the ground up, and now driving its delivery on the ground.
Active engagementVice President of the USD 10B logistics joint venture between DSV and NEOM — the integrated partnership built to deliver logistics for the Kingdom's flagship giga-project. Ran two verticals under one mandate: a project-logistics consultancy designing logistics infrastructure and strategy across every NEOM region — THE LINE, Trojena, Sindalah, Magna, Oxagon — and DSV's air and sea freight operation moving all inbound cargo. Owned a USD 120M P&L and led a team of 150+. Sat on the JV steering committee, where the mandate included reviewing major capital and investment proposals — protecting both shareholders from non-core exposure.
Logistics leadership for THE LINE — among the largest construction projects in the world — across a sprawling, multi-stakeholder environment, and put structure under it. Authored the logistics plan that mapped laydown, construction, and access zones across the build and secured NEOM CEO-level approval. Re-engineered the operational structure to deliver a step-change cost reduction while holding service levels.
Played a lead role in securing the NEOM–DSV logistics partnership — a USD 13M contract signed in 2023 — then led post-deal implementation, mobilisation planning, recruitment, and operational readiness through to project delivery. Previously owned a USD 12M commercial P&L (2022) for O&G and industrial project logistics.
Full country leadership across forwarding, customs, port handling, and inland transport in a high-risk operating environment — stabilising and strengthening performance under volatile security conditions. Contributed over 30% of regional profitability.
Commercial ownership of major energy and industrial accounts — Shell VITO (US Gulf deepwater), Veolia's USD 150M hazardous-waste project, Siemens India. Grew Halliburton and Schlumberger share of business 300%+, and helped design the ARAMCO in-field JV (USD 300M CAPEX / USD 110M EBIT p.a.).
Corporate transformation for the world's largest coal-mining company — modelling logistics-flow rationalisation worth a potential USD 262M (≈17%) in cost savings. Financial due diligence, supply-chain modelling, and bid advisory across infrastructure and energy.
- GeographiesIndian Subcontinent · South East Asia · GCCOperated and delivered across three regions over 20+ years
- DomainsEnergy · Oil & Gas · Megaprojects · IndustrialFreight forwarding, project cargo, and construction logistics
- MBAIIM CalcuttaMaster of Business Administration · India's premier management institute
- KEDGE Business SchoolMBA exchange program · Bordeaux, France
- EngineeringPunjab Engineering CollegeInformation Technology · Chandigarh
Architect. Operator. Advisor.
The career began in consulting — early IT and infrastructure advisory, then KPMG's Energy & Natural Resources practice, recruited out of IIM Calcutta — before the operating years at Panalpina and DSV that the advisory now draws on. The discipline never left.
Let's discuss your logistics challenge.
Advisory engagements, operating-model design, and cost transformation — including outcome-linked, success-based engagements. If your logistics or supply chain isn't performing the way it should — or you're an investment office needing operational oversight of portfolio operations — start here.