Twelve Years, One Long Thank You

On 3 August 2026, I closed a chapter — twelve years with Miles2Go Consulting Services, ending not with a whimper but a quiet exhale. Long enough to watch an industry shift twice over and become the person junior consultants call for advice. Long enough to owe a lot of thank-yous.

To the universe — twelve years of things going sideways in ways no deck predicted: projects that should have failed and didn't, conversations that landed at exactly the right moment. I call that grace.

To my wife, who deserves more than a paragraph but is getting one anyway. She's sat through more "just one call" dinners than we can count, and absorbed my stress without ever feeling like a burden. Consulting is a two-person job where only one of us gets the recognition. This one's for you.

To my clients, who trusted a consultant with problems that never show up in the RFP. Some of you became case studies; all became education. Thank you for the trust and the patience when I got it wrong.

To my friends and associates, who put up with cancelled plans, late-night WhatsApp messages, and talk of "bandwidth" at dinner. Consulting makes worse friends of its practitioners for a while. You stayed anyway. And to that one friend who was more relentless for my success than me, thank you buddy! 

A handful of moments from these years, tagged #milestogo and #miles2go, tell the real story better than any résumé line.

Levista Coffee was a turnaround with a client who became an employer, pushing the brand into competitors' boardrooms — with Chennai Super Kings carrying it through IPL 2020 and Kamal Haasan appearing alongside it on Bigg Boss.

Thangamayil Jewellers was built on trust and shared respect for ethical practice — strong enough that the client asked to continue even after the engagement formally ended.

Specsmakers was mentorship disguised as business: ARR grew 40% in nine months with zero incremental marketing spend, a win for twenty-plus business managers — one of them, an area manager in Bangalore, later became a hospital's General Manager.

Fabelle Chocolates was deeply personal — serving the ITC Group, where my father worked as a factory worker for 33 years, by designing the kiosks that brought the brand to consumers.

TexValley, Erode was the hard lesson: a relationship where our advisory kept losing out to internal decisions, and the opportunity drained away slowly. Not every engagement ends the way you'd want.

Indian Terrain, followed by Minmini, was the moment I knew consulting was right for me — better suited to strategic work than to founder-led organisations, where authority and responsibility blur.

Twelve years compress strangely in memory. Stressful weeks blur; specific moments stay sharp — a handshake after a hard year, a 2 a.m. email answered, a friend who showed up anyway. 

Those are the moments My Retail Journey holds.

So: to the universe, my wife, my clients, my friends, and everyone who put up with me these twelve years — thank you. Miles2Go gave me not just a career, but an identity. All of you gave it meaning.

Here's to the next set of miles.

#Miles2Go

Beyond the Blueprint: Solving the "Dead Donkey Syndrome" in Family Enterprises

In the world of professional Strategy Advisory and Consulting, we often encounter a poignant, if dark, business parable known as the "Dead Donkey Syndrome." 

It describes a situation where an organization clings to a failing legacy - ”a dead donkey” - pouring resources into its upkeep, while ignoring the vibrant potential of a new path. 

However, there is a secondary, perhaps more subtle manifestation of this syndrome: the refusal to let go of the status quo even when a clear, revitalizing roadmap for transformation has been presented.

Consultants are often brought in to act as architects of change. 

We spend months analyzing market data, stress-testing operational models, and blueprinting ambitious futures - like transforming a sprawling multi-acre commercial asset into a multi-faceted ecosystem of retail, entertainment, and hospitality. 

We envision the footfalls, the synergy of integrated amenities, and the long-term sustainability that comes from a diversified property portfolio. 

Yet, time and again, we witness these grand strategies stall before they ever leave the boardroom.

Why does this happen? 

The answer rarely lies in the quality of the strategy itself. Instead, it is rooted in the complex dynamics of ownership - particularly in multi-partner or family-led enterprises.

When a business is governed by multiple stakeholders, the "Dead Donkey Syndrome" takes on a human dimension. 

Each stakeholder brings their own risk tolerance, their own emotional attachment to the "way things were," and their own interpretations of the future. 

A professional roadmap, no matter how data-backed or visionary, is inherently disruptive. It demands movement, and for many established businesses, movement feels like a threat to the delicate internal balance of power.

This creates a paradox of paralysis. 

The owners recognize the need for change - they wouldn't seek external counsel if they were entirely satisfied with the status quo - but the inertia of consensus-building is a powerful anchor.

They find themselves in a state of "strategic limbo" where they intellectually agree that a transformation is necessary, but emotionally and operationally, they are unable to commit to the execution phase.

They remain trapped in the comfort of the familiar. 

They continue to feed the "dead donkey" of legacy operations, hoping it will miraculously sprint, rather than embracing the hard work of building a new, agile entity.

For the consultant, this is a profound lesson in the limitations of expertise. 

Strategy is not just about the "what" or the "how"; it is entirely dependent on the "will". 

Without the unified, unwavering commitment of the decision-makers to prioritize the long-term vision over short-term inertia, even the most transformative blueprints become nothing more than intellectual artifacts.

Reviving a business requires more than a plan; it requires the courage to bury the past and the collective discipline to execute a new reality. 

Until that threshold of commitment is crossed, the strategy remains a silent witness to a future that could have been, but was never given the chance to breathe.

The Accidental Entrepreneur

The first 15 years of my career was filled with exciting tenures at some of India’s top Retail companies. My flagship stints include designing and setting up the entire retail areas at India’s first private Airport at Bangalore in 2006. Subsequently I joined Café Coffee Day in 2009 and went on to set-up 140 cafés all India, all of them being operated directly by the company, save for a few Airports which were operated by JV partners. In 2012, I moved back from Bangalore after working there for 8 years to my hometown Chennai to join the world’s oldest automobile company in continuous production and India’s pride, Royal Enfield Motorcycles where I was responsible for transitioning to the new Retail Identity as well as setting up 160 dealerships across India. In all these three companies, I had the privilege to work with some of the best minds in the world and in India including with two top Entrepreneurs and I always dreamt of a confirmed berth in the C-suite by the time I hit my 40s (which is around now). But destiny had other plans. Good or Bad, I am yet to decipher. 

Due to certain personal situations, I had to give up my professional career and that’s how I ended up becoming an Entrepreneur. An Accidental Entrepreneur. With no prior knowledge in running an own business, with no access to external capital or hereditary wealth and of course not a surname that would get me the first Sales order, I went about setting up my first venture which was an offline retail store selling baby products. We had a grand vision but were short on funds although we (my wife and I) invested our lifetime savings into the venture. Various reasons were to our disadvantage including the 2015 Natural calamity due to which I ran out of fuel sooner than I thought. Everytime I decided to give up on Entrepreneurship, there was a strong reason emerged why I should continue what I had started. And this was only reemphasized during the recently concluded TiECon 2019, the annual flagship event hosted by TiE Chennai.

I became a member of TiE Chennai in 2014 and was invited to join as a Charter Member earlier this year. I have seen in close quarters how the Entrepreneurial ecosystem in Chennai has thrived despite the overall conservative ideology of Investors here. I have seen a few Start-Ups who have gone to become larger in scale and operations while a few haven’t been lucky. 

The conclave this year had some outstanding speakers such as Mr. Vineet Nayar (HCL) and Mr. Harish Bhat (Tata Sons) who had come over from far away and shared their experiences and the opportunity that India offers. Many other Entrepreneurs who were on stage as well as off-stage only displayed courage and positivity about Entrepreneurship even during the current turbulent times and have infused a new sense of optimism in me about various possibilities that lay ahead. 

Vineet Nayar shared an anecdote of how and why Entrepreneurs should choose to be a butterfly but not an ant and keep fluttering their wings, come what may and never give up on dreams. Mr. VR Muthu, the Founder of VVS Sons which owns “Idhayam” Gingely Oil spoke on his own experiences of failures and successes and how he convinced Retailers to stock and sell their products with innovative marketing methods which has a 10% contribution to revenues from Exports, thanks to the global Tamil diaspora. Mr. Sathish Kumar from Erode whose Company owns “Milky Mist” range of dairy products created a Mobile App using which the so-called “North Indian” food item "Paneer" has been used by the regional population in Tamil Nadu with innovative menu offering. Sathish doesn’t have an Ivy league degree, runs a 500 Crore company, recently appointed by a former top-honcho from Amul and has clearly displayed that Higher Education is not a guarantee for success and that one can employ the right talent to grow the business.

NextGen Entrepreneurs Tharun Mahadevan, Manu Ranjith and Sanjay Dasari spoke on how they never used their surnames to get the first Purchase Order and how their international education and exposure helped them to look at a larger perspective than their peers who have been educated within the country. Mr. Murugavel who built India's first formal match-making company and made an IPO with it and Mr. Suresh Sambandam whose company Kissflow has led the SaaS revolution in India along with Zoho and Freshworks from Chennai revealed how the IT Industry could contribute over a Trillion US Dollars to the Indian Economy in the coming years.

I am an eternal optimist with a Never-say-Die attitude and TiECon 2019 has only been an eye-opener for me that many other Entrepreneurs who were/ are more disadvantaged than me have overcome severe hardships and business failures including financial losses worse than I have and that I have no reason to give-up yet, having sailed 5 years already in to this. 

As I always say, I have Miles to Go... 

Travel is an Incredible Opportunity

I have been travelling regularly on work for over a decade now. As a kid, my travel (mostly by bus & train) for outstation trips was limited to 2-3 times a year. My first business travel was in 2002 when I was called for an Interview by Shoppers Stop in Mumbai for the role of a Supervisor for their Chennai Store. I negotiated hard with the HR guy to get me a flight ticket although it was out of bounds by their policy. I flew Air India – a noon flight onward and a 2am flight for return since that was the lowest fare. Then I started flying across South India to expand the business of Benetton in 2005 with monthly visits to Delhi to our HO. The first visa on my passport was in 2006 and well, it was for Switzerland where I went to learn Travel Retail which I was implementing at Bangalore International Airport (BIAL). I flew to Singapore First Class onward and Business Class return for the first time, to speak at a conference on Indian Aviation in 2008 with my tickets being sponsored by the Organisers.  Travelled to 10 countries across Asia and Europe during my stint at BIAL. My domestic travel peaked during my stints at Café Coffee Day in 2009 where I set-up 140 cafes pan-India and thereafter at Royal Enfield Motorcycles in 2012 where I set-up 160 Dealerships across India.

Those days, I literally used to live out of a suitcase, travelling 3-4 days a week, more than 40 weeks a year. It was a lot of fun although tiring. But a sense of accomplishment looking at my professional achievements down the years. I have met many people at Airports – from childhood classmates to celebrities to politicians to academicians to Industrialists and a long list of personalities. I even travelled with a person of the third gender from Hyderabad to Bangalore once and trust me, it was some experience I would say.

Since 2014 my travel reduced to almost 10-15 days a year when I chose to become an Entrepreneur and started my offline Retail venture Smiling Baby in Chennai. I restarted my travel since 2017 when I began focusing on my Consulting Assignments. Interestingly, I have travelled over 45 weeks during the past 52 weeks, mostly by train since I prefer taking an overnight journey for distances less than 500 kms.

I have always travelled in a/c coaches this past year and mostly in the 2^nd A/c Coaches since the bills are paid by my clients. I have always wondered why & how some people manage to fly Business or First Class and have done a lot of searches on this topic online. Empirical data suggests that those who fly in higher classes are more productive upon arrival in their destination cities. They get to sit comfortably, sleep on a flat bed, read a lot, get less distracted while working due to fewer passengers and hence are refreshed by the time they arrive in the next station. Indian Prime Minister Mr. Modi is a classic example – we have seen him fresh as an Apple just the day upon arrival even after trans-Atlantic flights!

I travelled on 1^st a/c last night from Chennai to Madurai and this was so comfortable. Even in 2^nd A/c, sometimes I get side upper or lower berths and I have seen my productivity nose-dive the next day. But the 1^st a/c coaches are so comfortable. The berth is wider, fewer people, lesser banter and more comfortable a/c with a bigger pillow and nicer rugs. Trust me, the day after such comfortable travel is not just a more productive day but also a happier day, which boosts morale and work efficiencies. I travelled in 3^rd A/c a week back and had a upper berth onward and lower berth up on return and it was not even just uncomfortable but very frustrating. The next two days were a nightmare.

This is not to demean the millions of people who travel in non-a/c coaches or other means of public transport. Travelling comfortably works best for me to increase my productivity and I believe, to each his own. Her own. Whichever mode, travel is a great opportunity to learn new things, meet new people and understand life better during the journeys.