I like the problems nobody has scoped yet.

The short version

I manage projects for a living and build systems because I cannot help it. The certification says PMP. The degree says business analytics. What actually explains my work is that I have spent every job since I was nineteen inside operations, watching plans meet the people who have to execute them.

That started with a 20-person team at a Pizza Hut, running daily operations and building the training that went with it. It moved through a year at Chase Bank leading a financial data evaluation project that cut budget variances by 10%, then three years at Choice Hotels owning portfolio delivery and revenue performance — $570K+ in cost savings, 98% reconciliation accuracy, and a training rebuild that lifted team efficiency 30%.

In 2024 I founded Cobrix Solutions, a compliance-first managed IT and cybersecurity firm for healthcare, legal, accounting, real estate, and construction businesses. I built the service model, chose the stack, wrote the pricing, and shipped the client platform.

How I work

Scope is a decision, not a description

Most project failures I have seen were scoping failures wearing a schedule costume. If nobody can state what is explicitly not included, the project has not been scoped — it has been described. I push hard on that boundary early, when it is still cheap to move.

Structure beats diligence

Any metric that depends on a person being careful will fail the month that person is busy. When I inherit a process holding together on individual effort, I rebuild it into something that holds together on its own and free the effort for work that actually needs judgment.

Report the decision, not the activity

Status reporting fails when it optimizes for the author's completeness instead of the reader's decision. I lead with what needs deciding, put the evidence underneath for anyone who wants to audit it, and keep the two clearly separated.

Own the number, including when it is bad

Margin, variance, accuracy, throughput — pick the one that matters and report it in both directions. A project manager who only surfaces good numbers is a project manager whose numbers nobody can use.

What I am looking for

Senior project or program management work where the problem is genuinely undefined and someone needs to be accountable for defining it: operations transformation, systems and platform rollouts, compliance programs, PMO build-out, or delivery in a technical environment where being able to read the implementation is an advantage rather than a curiosity.

I am equally comfortable being the person who runs the plan and the person who writes the tooling that makes the plan unnecessary. Los Angeles based, working remote and hybrid.

Credentials

• Project Management Professional (PMP) — Project Management Institute
• BBA, Business Analytics — California State University, Fullerton
• Salesforce Certified
• Google Python Crash Course
• Fluent in English, Urdu, and Hindi

Away from the work

I read incident post-mortems for pleasure, which is either a personality flaw or exactly the trait you want in the person managing your delivery. I have strong opinions about spreadsheets. I am also the reason my family's small food business has a CRM, which nobody asked for and everybody now uses.