Applying for · Events Coordinator · Business in Tech Club · ISB
Four years of managing complex tech rollouts across hundreds of users taught me one thing: the best events — like the best systems — don't feel managed. They just work. I want to bring that to BTC.
Page 01 — Experience
I've organised events since school — just ask my college fests (pre-COVID, when events were still a thing people attended in person). My corporate years added a layer of structured, high-stakes execution on top of that. Here's how it all maps.
Led the Windows 11 rollout and Exchange Online migration across D. E. Shaw India — multi-phase projects with tight timelines, cross-team dependencies, and zero room for a "we'll figure it out on the day" approach.
→ Maps to: End-to-end event ownership — planning, logistics, AV, venue, and delivery without letting details slip.
When your "event" is a 500-person migration with a hard cutover window, club events start to feel manageable.
Worked as the systems point of contact for an entire department — fielding requests, managing expectations, coordinating between leadership, vendors, and end users simultaneously.
→ Maps to: Coordinating with CAPD, college authorities, and other clubs — being the person everyone can reach and actually rely on.
If I could keep engineers and executives on the same page at 2am during an outage, I can handle a venue booking email chain.
Built and maintained structured trackers and feedback loops as the ops POC — capturing what worked, what broke, and making sure the next team didn't start from zero.
→ Maps to: Building a feedback loop for BTC events — gathering responses and actually acting on them, not filing them away.
I've seen what happens when institutional knowledge disappears at a team transition. I've also fixed it.
Led the Arcesium disentanglement program — a multi-month initiative involving legal, infrastructure, operations, and leadership across two organisations. Nothing moved without someone connecting the dots.
→ Maps to: Liaising with Marketing & Comms and other clubs to ensure BTC events don't just happen in isolation — they land cohesively.
Being the person in the middle isn't stressful to me. It's where I do my best work.
Provided end-user support across a large, demanding, multi-timezone workforce — which is really just event management with higher stakes and a ticketing system.
→ Maps to: Managing on-ground requirements and being the calm, reliable face of BTC when things don't go to plan (because they won't).
Four years of "have you tried turning it off and on again" builds a very particular kind of patience. Useful for events.
Page 02 — My Vision
Beyond running events well — I want to use this role to build something that didn't exist when I was figuring out my own path into product.
An initiative to demystify product management for everyone at ISB who doesn't come from a PM or engineering background — and show them that's actually an advantage, not a gap.
Why I'm the right person to run this
I'm not a PM. I'm not an engineer. That's exactly the point. I'll notice the things that PMs and engineers take for granted — the jargon that alienates people, the assumed context that never gets explained, the "unwritten rules" that make the path look harder than it is. My job will be to make those visible, and then dismantle them. BTC doesn't need another PM to talk about PM. It needs someone who's been on the outside — and can build a door.
Sessions with PMs from non-traditional backgrounds — finance, ops, consulting — showing what the pivot actually looked like, not the polished version.
Hands-on workshops on PRDs, product thinking, and PM interviews — designed for people who've never shipped a feature, not those who already have.
A peer group for non-traditional PM aspirants — so nobody feels like they're figuring this out alone in a room full of engineers.
Page 03 — AI-Powered Ideas
Each one solves a real BTC problem — and each one leverages AI to do it faster and smarter than a spreadsheet ever could. These aren't pitches. I'm already building them.
Problem: every cohort starts from zero. Lessons learned, speaker contacts, what worked — gone at handoff.
Problem: feedback forms get filled. Nobody reads them systematically. The next event is planned the same way.
Problem: clubs plan in silos. Clashes happen. High-demand weeks get overloaded. Students miss things they'd have attended.