About / How I got here
I grew up around business, so it was the first system I saw up close — how companies create jobs, organise people and turn ideas into something real.
Since then, I've moved through social impact, data, sport, e-commerce and manufacturing. The industries changed, but same questions: how things work, how to make them better.
01 / The path
A short version of what I've done, what I learned.
01
What I did
Studied business and finance, simultaneously working on impact evaluation at Ichchha Foundation. First place where I learned to use data to understand where we needed to put more attention and resources.
What I carried forward
Good intentions + proof = impact
It made me want to understand how data and technology can be used to make processes more systematic and scalable.
02
What I did
Built technical fluency across Python, statistics, modelling and data analysis, while working on projects spanning digital healthcare, sustainability, blockchain and energy.
What I carried forward
Technology became less abstract.
Not just what technology is but in practice — workflows, decisions and tools — how that capability to become useful.
03
What I did
Worked inside a global sports organisation and got to see the institution behind something I had previously only experienced as a supporter.
What I carried forward
The best organisations can mean something to people.
An organisation can be amazing, perform at an extraordinary level, while still feeling human, more than work. External energy and values = internal energy and values.
04
What I did
Worked across suppliers, categories, customer behaviour and commercial performance.
What I carried forward
Insight only matters if it changes a decision.
I also saw how much complexity technology can hide: a simple customer experience can sit on top of complicated supplier relationships, incentives, data structures and operating systems.
05
Execution + leadership
Entrepreneur in Residence
What I did
Worked inside manufacturing on operational visibility, production data, dashboards, planning and process improvement — often across systems that depended as much on people and adoption as on the technology itself.
What I carried forward
Transformation is mostly an adoption problem.
Manufacturing made the distance between an idea and implementation impossible to ignore. A technically correct solution still fails when the process is unclear, the data is unreliable, nobody owns it or the people using it do not believe it makes their work better.
02 / What it all comes back to
What makes people
capable of more?
Looking backwards, that seems to be the thread. I first saw business create livelihoods. I saw data make decisions less arbitrary, sport turn an organisation into a community, technology make enormous complexity manageable, and manufacturing expose how difficult it is to make change survive contact with reality.
I'm increasingly interested in the people building at those intersections — using new technology to expand what individuals and organisations can actually do, and turning technical possibility into something useful enough to change the real world.
03 / Say hello
I like meeting people building ambitious things, asking good questions, or trying to turn a new possibility into something real.
Tanvi Jivani
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