Experience across building, operations, and education.

Why did I join Shikho?

To understand how educational operations actually work, not simply to get a job.

MissionLearn how educational operations work at scale.

• Operational execution

  Supporting day-to-day operational work and helping tasks move from planning into execution.

• Coordination

  Working across people, information, and processes where clear communication and follow-through matter.

• Problem solving

  Responding to practical operational needs rather than only theoretical product questions.

• Reliability

  Learning the discipline required to execute consistently inside an established organization.

This section will become more specific as my responsibilities and measurable contributions become clearer.

• Student operations

  What students actually need from the organization behind a course.

• Teacher workflows

  How the people delivering education work day to day.

• Live class execution

  What has to hold together for a single class to run well.

• Operational systems

  Operations, coordination, communication, delivery, and process quality can decide whether a good idea works.

• Scale changes the problem

  Problems that are simple with ten users become completely different at organizational scale.

I realized student success depends not only on planning, but also on execution systems.

Applied to EduLensIt changed how I think about long-term student guidance, a plan is only as good as the system that executes it.

Why did I build EduLens?

Because I could not solve the problem any other way. I needed the system I once needed as a student, and nobody was building it.

MissionBuild the Student Operating System.

• Product direction

  Turning hundreds of user conversations into product decisions, priorities, workflows, and a focused MVP.

• Customer discovery

  Leading 500+ conversations with students, guardians, international students, counselors, education stakeholders, and study-abroad experts.

• Product simplification

  Reducing a broad vision of roughly 40 tools and concepts into a much more focused, executable product direction.

• Prototyping and shipping

  Using basic design, technical understanding, and AI-assisted building to create prototypes when speed mattered more than perfect resources.

• Team building

  Recruiting, rebuilding, working with technical and industry talent, and learning hard lessons about ownership and co-founder responsibility.

• Distribution and outreach

  Building relationships with students, ambassadors, experts, mentors, founders, partners, programs, and potential supporters.

• Strategy

  Thinking beyond features into trust, behavior, distribution, retention, partnerships, market structure, and long-term positioning.

• Stay close to the problem

  The product became clearer when I stopped defending previous versions and kept listening.

• A large vision needs a focused first product

  Ambition without prioritization creates complexity.

• Shipping creates information

  A rough working prototype can teach more than weeks of internal debate.

• Product is only one part of the company

  Trust, distribution, behavior, economics, team quality, and execution matter just as much.

• Commitment matters more than credentials

  The strongest résumé in the room does not replace ownership.

• Communication shapes product perception

  If people misunderstand what you are building, that misunderstanding is also yours to solve.

I stopped treating building as the expression of an idea. Building became the method by which the idea is corrected.

Why did I join North South University?

I chose Business Administration intentionally. I believed I could keep learning technical concepts independently when needed, but business would expose me to markets, incentives, strategy, organizations, distribution, and company building.

MissionLearn business while building a company in parallel.

• Business Administration

  Studying markets, incentives, strategy, organizations, and distribution.

• Building in parallel

  Running EduLens alongside coursework rather than after it.

• Theory and practice correct each other

  Coursework explains structure; the company tests whether the structure holds.

• Company building is a subject

  Markets, incentives, and organizations are learnable, not innate.

I stopped separating what I study from what I build. Each became the other's evidence.