Every person on this team has a personal relationship with the system we are fixing, as athletes, as educators, as builders and as institutional leaders.
“You cannot build what you have not lived.”
International archer still training for LA 2028. Two decades at the intersection of elite sport and advanced technology. Background in AI and predictive systems, applied to competitive sport. Multi-sector operator. 20 years navigating India’s broken sports infrastructure firsthand.
“Institutions fail to adopt technology for predictable reasons. We designed around every one of them.”
First-generation entrepreneur. PhD in Learning Disabilities from Tilak Maharashtra Vidyapeeth. Background in Educational Leadership from IIM Calcutta. Founded Little Gurukool preschool and Edgez Educare; trained hundreds of teachers and consulted schools across all boards. Leads operations and compliance.
“An institution is only as sound on the inside as what it asks the world to trust on the outside.”
22+ year HR career across Travel+Leisure (RCI), Exide Industries, ICICI Bank, HDFC Bank and Hyundai. Gallup-certified strengths coach. Runs hiring, people operations and organisational design, and holds the governance and compliance line as SporTech scales.
Delivered the world’s first Apple Pay tokenisation as part of Visa’s core team. COO Digital Technology at HSBC. Industry-first solutions at Maersk. Advises on national payment infrastructure, India UPI, Sweden P27, US FedNow. Chair of Payments at India FinTech Forum. Advisor to the World Bank and G20 GPFI.
Philosophy: clarity, connect, capital.
Not a list of impressive names, a deliberate advisory architecture. Each advisor owns a specific part of the ecosystem SporTech is building for.
Business StrategyFaculty Marketing · IIM Calcutta
Institutional strategy, brand architecture and go-to-market thinking. Advises on the public-sector landscape and the global sports ecosystem SporTech must operate within.
Sports BusinessCEO, Seattle Orcas · Major League Cricket
Previously CEO of GMR Sports, parent of Delhi Daredevils (IPL), UP Yoddhas (Pro Kabaddi) and Dilli Veer. Former Director Asia at Octagon. Two decades inside India’s largest sporting properties.
Deep Tech & InnovationChief Innovation Officer · iHub-AWaDH, IIT Ropar
AI, data infrastructure and deep-tech innovation. Guides SporTech’s technology architecture decisions and research partnerships.
Sports Tech & eSportsFaculty · Fox School of Business, Temple University
Sport & Recreation Management. Research in eSports, gamification and digital infrastructure for elite sport. Guides SporTech’s academic credibility and international positioning.
Sports ScienceHead of Sports Performance Analysis · IIS
Elite athletic performance, data-driven development, integration of sports science into institutional training programmes at the Inspire Institute of Sports.
Five domains. Every corner of the ecosystem we are building for, covered by people who operate at the top of their field.
22+ year HR career across Travel+Leisure (RCI), Exide Industries, ICICI Bank, HDFC Bank and Hyundai. Gallup- certified strengths coach. Runs hiring, people operations and organisational design, making sure the institution built externally is mirrored internally. Also sits on the board as a non-executive director.
20+ years in high-performance sports science and strength-and-conditioning. Heads SporTech’s High Performance division, setting protocols for athlete assessment, injury prevention and long-term development.
Every role at SporTech is a succession role. We hire at the layer below where we eventually need someone, then groom them for the layer above. Every department. Every division. Every role. The institution is built inside-out.
If we need a head tomorrow, we hire a senior manager today. If we need a senior manager, we hire a manager. The person we need is the person we grew.
Every hire has a succession ladder from day one, the role they are in, the role they are growing into and the role after that. Promotions are pre-written, not post-hoc.
The rule holds across engineering, product, ops, HR, compliance, performance and the field teams. No exceptions, because the institution has to outlast every one of us.