HomeSystems Engineering

01Focus area

Systems Engineering

(1986–1999)

An engineer's way of seeing: every problem is a system with inputs, outputs and feedback.

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Systems Engineering

Overview

Systems engineering has been a dominant thread in my life. Everything I have done since uses its principles: inputs and outputs, feedback and feed-forward control.

It began on the plant floor, in industrial automation, and took me to the USA for a postgraduate programme in systems engineering at Case Western Reserve University.

From the plant floor to theory

  1. 01

    Plant automation

    After I graduated, I worked in automation on a new polyester staple fibre plant, across the instrumentation and control of the whole process. The project made me deeply interested in systems design.

  2. 02

    Intelligent automation

    Then Foxboro's intelligent automation systems and distributed control systems, where a whole plant is run as one connected system.

  3. 03

    Programmable logic controllers, at Crompton Greaves

    The early days of programmable logic controllers. All of this built my trust in systems engineering.

  4. 04USA

    Case Western Reserve University

    A postgraduate programme in systems and control engineering at the Case School of Engineering in Cleveland, Ohio, with research on modular multivariable control.

The research

First page of Internal Model Predictive Control (IMPC)

Paper

Internal Model Predictive Control (IMPC)

E. Coulibaly, S. Maiti and C. Brosilow · Automatica, Vol. 31, No. 10, pp. 1471–1482, 1995

Real controllers work within limits: a valve can only open so far, a heater can only give so much. A controller that ignores these limits can drive a process too hard and then overshoot. Model predictive control (MPC) avoids this by predicting the future, but it must solve a large optimisation problem at every sampling time.

Our paper proposed a simpler way. IMPC starts from internal model control (IMC), computed from the states of a process model, so it always knows which control was really applied. Before it applies a control move, it looks one step ahead: if this move, followed by a move at the opposite limit, would push the model output past its desired path, it reduces the move.

With no limits active, IMPC behaves exactly like IMC; when limits are active, it behaves like MPC. It has only one tuning parameter, the filter time constant. On single-variable test processes it matched or beat QDMC, a leading MPC method, for processes without right-half-plane zeros, with far less computation. A multivariable example from web control in film manufacturing showed how it handles saturation when many inputs and outputs interact.

Case Western Reserve University today

#25

Private research university in the U.S. (Center for Measuring University Performance).

#47

Most innovative university (Reuters).

1:2

Faculty-to-student ratio.

16 months

The MS can take as little as this, on a thesis, project or coursework track.

“The systems person is the one who will be able to understand everything. They’re not the master of any particular vertical, but they’re the glue that brings everyone together.”
Sree Sreenath, Professor of Electrical, Computer and Systems Engineering, Case Western Reserve University

A framework for everything

Systems engineering became the lens I use everywhere. I have applied the same framework to almost everything I have done.

  1. 01

    Inputs

    What goes in: resources, signals, people and money.

  2. 02

    Outputs

    What comes out, measured against what we wanted.

  3. 03

    Feedback

    Measure the result and correct the course.

  4. 04

    Feed-forward

    See the disturbance coming and act before it lands.

Where I apply it

Digital media

Media run as a control loop: set the objective, measure, correct.

Digital business

Prototypes designed as systems of inputs, outputs and feedback.

Current work

Systems thinking stays at the core of how I approach every problem.

02Focus area

Marketing

(2000–2015)

Positioning products, building communities and engineering media for brands, in B2B and consumer markets.

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Marketing

2001

First role in marketing

15 yrs

Building Experience Commerce

20+

India's market leaders served

Overview

Marketing has held my interest since the turn of the century. I came back to India in 2001 and joined a technology media company. That is where I first learnt what marketing is really about, seen from the media side.

Since then I have worked on both sides of the market. B2B marketing has been the dominant theme, but I have spent as many years, or more, in consumer marketing. Very little of it was traditional above- or below-the-line work: it has been led by digital.

The journey

  1. 012001

    Technology media, at Jasubhai Digital Media

    I worked on the client marketing side of a group of technology and gaming magazines, among them Digit, Skoar!, CHIP and Network Computing. The job was to show prospective clients our media brands, and to make the case for an integrated investment across the company, in print, online and at events, not one advertisement in one magazine.

  2. 02

    B2B marketing, at Zycus Infotech

    My first role in B2B marketing, at a procurement software company with customers around the world. I learnt the art of positioning a product in front of a global audience, with launches such as Spend Data Management. A key part was working with industry analyst firms to earn a leader and visionary position for our products, and keeping a continuous flow of thought-leadership content to stay ahead.

    White papers: Spend Data Warehouse “on steroids” (Zycus) · Spend Data Management (Aberdeen Group)

  3. 032006

    Consumer marketing, at Experience Commerce

    I founded Experience Commerce, a digital agency in Mumbai, and moved to the consumer side. Our first big success was a driving challenge for a new car launch. It showed me that working with communities came naturally to me: how to engage large communities, and keep them engaged. Over fifteen years the agency grew to about 200 people, until its acquisition.

  4. 04

    Communities that evangelise

    One campaign led to the next, with an IPL cricket team, a health-food brand and more. I learnt to work deep within communities, until they accepted a product and evangelised it themselves.

  5. 05

    Digital media

    I also learnt the art of digital media: engineering media solutions for brands with big media budgets, from a global PC maker to a leading edible-oil brand, so that each one reached its business objectives. For the PC maker, the work spanned brand and business: social and digital creative, customer experience audits, and account-based marketing for its commercial business.

  6. 06Today

    B2B marketing consulting

    I continue to consult for B2B brands. Lately that has meant global finance and transfer pricing, with a transfer pricing intelligence firm built by former Big 4 partners. It has also meant helping a premium electrical house, maker of switchgear and more, reach the community of builders through a channel of architects and interior designers.

What I bring

Strategy

Start from the business objective, then build the plan.

Positioning

Find the place a product can own in a global market.

Analyst relations

Earn a leadership position with the firms that rate the market.

Thought leadership

A continuous flow of ideas that keeps a brand ahead.

Communities

Engage large communities, keep them engaged, and let them evangelise.

Digital media

Engineer media solutions that deliver against business objectives.

Influencer channels

Reach buyers through the professionals they trust.

B2B and consumer

Equal depth on both sides of the market.

Where I learnt the craft

  • Jasubhai Digital Media/
  • Digit/
  • Skoar!/
  • CHIP/
  • Network Computing/
  • Zycus Infotech/
  • Experience Commerce/
  • Tikao

03Focus area

Digital Business

(2016–2022)

Not digital media, but digital business: how a company operates, sells and serves at every digital touch point.

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Digital Business

Overview

In 2016 I asked whether business was ready for the 2020s. My answer: we were entering the era of digital business. Digital would no longer be one more platform in the media mix, handed to the young marketer who “gets it”. It would re-wire marketing, advertising, channels and advocacy, and in the end the way a business operates and transacts.

Customers had changed first. A generation with re-wired brains no longer followed the classic decision journey or read brand tag-lines, and channels had moved from multi to omni, where one unified experience makes the difference. To be ready for that customer, every customer-facing business had four questions to answer.

The answers would not come from traditional advertising agencies and IT vendors. They would come from agile, lean partners that re-imagine advertising as brand stories, design digital assets as products, replace defunct loyalty programmes with advocacy, and build a data infrastructure that carries business signals instantly across the enterprise. That is what Experience Commerce set out to be: the agency for digital business.

Four questions for the twenties

The questions I asked in 2016. They still decide whether a business is truly digital.

  1. 01

    How do we market?

    Set the context for every message in a data-driven world: the right platforms, media built on real behavioural insight, and new ideas at the point of sale.

  2. 02

    How do we read the state of mind?

    Static profiles are passé. Tap the signals customers send all day, and join outside data with the brand’s own interactions before targeting.

  3. 03

    How do we make it memorable?

    Tell a brand story from the first contact. Be transparent, responsive, intelligent yet human, and make it seamlessly easy to do business on every channel.

  4. 04

    How do we stay in touch?

    Customer centricity is not jargon. With brand loyalty dead, fund advocacy, earn stickiness by giving a service, and let the product become part of the customer’s internet.

The original post, 2016

Digital Business — ready for the 20's?

28 August 2016

2020 is just 3+ years away, and mercifully we can get back to naming our decades the usual way, after the creative ‘Noughties’ and ‘Tenties’. In the past 17 years, (assuming we started the clock when Google filed their first patent in August 31, 1999), we have witnessed a digital revolution. This has fundamentally altered consumer behavior, ignited the movement to create a sustainable asset-light economy, and disrupted some businesses to a scale we could not imagine few years back.

As CXO’s go back to the board this year-end with their business plans, the term “digital” will in all likelihood appear on all three quadrants barring ‘strength’ in their SWOT analysis. Pundits will grapple with the nature of the beast. Realization will dawn with a select few, that digital is not just another platform in the marketing media mix to be delegated to the young marketing turk who “gets it”.

“All businesses will become digital businesses.”
What I wrote around 2010

Why it matters

Today banks, financial institutions and the automobile sector have all realised that customers want a friction-free experience. That is where digital business comes in: understanding consumers, personalising, and designing for how they behave, not only in CRM but at every digital touch point.

I have long been frustrated that businesses invest so much in technology and still do not understand their customers, from the way their CRM behaves to their digital buying touch points.

What digital business means to me

Friction-free

Customers transact without effort, at every step.

Personalised

Design for each customer, not for the average.

Behaviour-led

Understand how customers really behave, and design for it.

Every touch point

Not just CRM: every place a customer meets the business.

Where I have applied it

A sales channel in your pocket, for a leading cement brand

For the marketing team of a leading cement brand of India: a channel management transformation that runs its field force across the country on an array of mobile applications, to motivate the entire sales channel and keep in touch with intelligence from the field. Designed and run from scratch.

A community of a million mechanics, for a leading lubricant brand

A direct line to the mechanics who decide which oil goes into an engine. A mobile CRM platform that identifies them, engages them face to face through the field force, and turns the most engaged into advocates.

Spark Hybrid: when a pandemic turned business on its head

One platform for a hybrid world: partners, stores, service and launches, physical and virtual at once, so business could go on when nobody could meet.

Tikao, today

Today I run Tikao, an Ai.Gency: a creative agency rebuilt for the AI era, where seasoned people bring the judgement and AI tools bring the speed. It stays small by design, with deep work for a few clients, and it builds digital platforms, communities, content and AI workflows on the same lessons.

Loyalty beyond transactions

For a leading cement brand of India, a channel programme had already put the trade channel on one digital backbone. The next step was the contractors who decide which cement is used on site, and for them we designed a Contractor Loyalty Program on one idea: loyalty beyond transactions. A contractor earns not only for purchases but for behaviour and learning, so the relationship with the brand keeps growing between orders.

The programme was designed end to end: a map of every stakeholder, simple enrolment, a scheme with clear purchase entry points, rewards for non-transaction loyalty, a redemption process, outbound marketing and community engagement, and integration with the brand’s own systems.

It is digital business as I see it: not a campaign but a wired system, where brand, community and commerce share one flow of demand signals. Built with design thinking, on an open architecture for people on the go, and measured by adoption and value delivered to the business, on the back of five years of transforming trade channels, from a mechanic community for a leading lubricant brand to a partner platform for a global PC maker.

A million mechanics, one community

India’s million-strong community of mechanics keeps more than 200 million vehicles on the road, and influences almost half of all consumer purchase decisions on engine oil. For a leading premium lubricant brand, turning them into advocates was the way to protect premium margins against brands that compete on discounts.

There was no verified data on mechanics, little visibility into garages, and little smartphone use in the workshop. So we built a mobile CRM platform that powers face-to-face engagement. Field marketing reps, guided by a journey optimiser and a near-by mechanic finder, delivered brand content at the point of contact, confirmed by quiz and SMS, matched to each mechanic’s profile and location.

Engagement and advocacy scores, and analytics that predict which mechanics have high business potential, turned the field force’s daily beat into a data-driven programme. It is the advocacy I argued for in 2016: not a points scheme, but a lasting relationship with the partners who influence the sale.

What it delivered

210,000+

Rich mechanic profiles with garage locations: India’s first and largest independent mechanic database.

150

Field reps on one hybrid mobile platform, engaging mechanics at unprecedented scale.

8

Languages, with content matched to each mechanic’s profile and location.

30%

Lower cost than offline activation models: almost INR 5 crore to the bottom line.

Spark Hybrid: business, in a hybrid world

In 2020 the pandemic stopped field visits, store walk-ins, product launches and trade shows almost overnight. We were out of the blocks with a platform for the world that would follow: Spark Hybrid mixes the physical and the virtual, so a business can keep selling, serving and launching, however its partners and customers choose to show up.

We built it as a platform, not a manpower service: built once on an open-source stack and used many times, with content, community and commerce bolted on. We owned each programme from go-to-market through adoption to retention, delivered quick and agile, and measured it by the value delivered to the business.

It was the four questions of 2016, answered under pressure: how to stay in touch, and keep the experience memorable, when nobody could meet.

Four solutions, one platform

Partner experience

Virtual check-ins beside physical visits, so a sales and trade marketing team can manage and grow partners in a hybrid world. A community of 3.5 lakh mechanics went hybrid in 2020.

Store experience

A virtual pop-up store: an immersive experience with real product experts on call, and delivery through the nearest real store.

Customer service

Guided diagnosis, then the right engineer or training content, so small issues need no visit, and every fix is measured.

Launches and trade events

Virtual launches for customers, media and partners, with live chat, quizzes, 3D product showcases and pre-booking: 14 events in the first year for a leading global electronics brand. Plus a reusable virtual exhibition for trade events.

Looking back, 2019

In December 2019, three years after asking those four questions, I looked back. My view came from working with C-level leaders at leading businesses, and my feelings were mixed.

Most organisations had not re-wired. They targeted better but failed to build desire, chased each new platform wave, and gave customer experience lip service. Where digital business did win, in e-commerce, the reason was customer experience.

Ten observations

1 · Missed the boat on people

Few could turn the promise of digital into hard business benefits and sell it inside. Passion stayed trapped in silos.

2 · Targeting without desire

Ever sharper targeting, but a broken experience after the click. Digital advertising mostly failed to build desire.

3 · Nothing stuck

Web gave way to social, engagement to exposure, long video to stories and thumb-stoppers. Each wave came and went.

4 · MarTech without a home

AI and ML were the talk, yet few businesses had even a repository of their own customers.

5 · Going back in time

New leaders often dropped digital investments for “proven things”. Few kept their principles and stayed flexible on the blueprint.

6 · Lip service to CX

Customer experience was audited and diagnosed, but rarely funded.

7 · Value erosion

Commoditisation drained talent and budgets from agencies, and much digital work became idea clones.

8 · Platforms ruled the roost

Vendors taught us to think with them, and their research decks went unquestioned.

9 · Partners, digitised

Many moved partner paperwork to tablets. Few changed the relationship itself; those who did saw immense potential.

10 · E-commerce won

Convenience became the mantra, and at the heart of the shift was customer experience.

The full post, 2019

Digital Business — not so ready for the 20's :(

7 December 2019

Illustration: Bryan Mathers (Visual Thinkery) for City & Guilds

Three years & three months back I wrote a piece on Medium, speculating on how the “marketing function” was likely to get transformed. As the explosion of digital technology and media on-demand changed the game, the question on everyone’s mind in the board room — are we prepared? Like many others, I felt that since human brains were being re-wired with this new format of consuming media, traditional decision journey models would be rendered obsolete. Brand Experience, I posited, was likely to play a disproportionately larger role in creating desire.

04Focus area

Rural Development

(2023–2026)

One village as a canvas for human and economic development, and a blueprint for a model village.

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Rural Development

Overview

Rural development is a passion area. After I left the agency I had founded, I went back to Chauddhachuli, the village in Khejuri, Purba Medinipur, where earlier generations of my family lived. I started Turiyo Foundation to use one village as a canvas, and to focus deeply on its human and economic development, in the spirit of national programmes such as Saansad Adarsh Gram Yojana and the Aspirational Districts Programme.

My years in digital marketing and consumer behaviour shaped the approach. Rural programmes rarely fail for lack of infrastructure; they fail because communities do not adopt and use what is built. So the work set out to change attitudes and habits, holistically, across education, health and livelihoods, with 5,000 families in view, and to make enterprise a real choice rather than waiting for a government job.

The long-term vision is a blueprint for a model village: quick-hit outcomes that shift the community’s mindset, and self-sustaining change ambassadors, so that founders like me can step back while the village drives its own progress.

Watch: How do you boot-up a model village in India? ↗

One approach, every project

The method that united everything we did in Chauddhachuli, from a nursery to a marathon.

  1. 01

    Community first

    Start from what the village needs, with the village.

  2. 02

    No charity needed

    Solutions that could survive without charity.

  3. 03

    Live there

    Full-time residence, rather than visiting.

  4. 04

    Open briefs

    Outside experts brought in and given an open brief.

  5. 05

    Hand it on

    Local people identified and trained to take over.

Projects, 2020–2026

2021–2024 · Artisanal food

Turiyo Foods

Gohona Bori, a traditional culinary art of Purba Medinipur, re-imagined as a premium product to create income for women in the village. With Annapurna Swadisht: high-grade ingredients, the hand-made texture and refined packaging. Over fifty women took part, production passed 2,000 units on fresh demand, and younger women took up the craft. Featured in The Cuisine Magazine of Japan. Scaling meant compromising the craft, so the work became a residency that teaches it.

turiyo.in/projects/turiyo-foods ↗

2020–2023 · Early childhood education

Vidyasagar Nursery

A rural nursery with one blackboard, no funds and low enrolment, rebuilt on a community-driven, privately co-funded model: fewer rote books, more play, technology for good, learning kits in the vernacular and a new curriculum. Enrolment doubled in the first year, at fees of ₹150–200 a month, with local women teaching for modest stipends.

turiyo.in/projects/vidyasagar-nursery ↗

2021–2023 · Alternative learning

FALA

Future Arts & Learning Alternatives: a Peace Education project designed by students of Ringling College, Florida, and sponsored by the Davis Foundation. Two seasons of guided self-learning, a folklore project in which village children filmed their own stories, and a creative space where they explore electronics, STEM tinkering, photography and the arts with outside mentors. Featured in The Telegraph.

turiyo.in/projects/fala ↗

2021–2023 · Health

Uday Primary Care

A digital primary care clinic in Chauddhachuli, built with JSV Innovations and FIH and inaugurated in January 2022. The hard part was never the technology: it was trust. Headmasters, block officials, gram panchayats, local practitioners and ASHA workers were brought on board, and door-to-door awareness and word of mouth got people to see a doctor on a screen, and to come early.

turiyo.in/projects/uday ↗

2025–2026 · Sport

Turiyo Talent Academy

The Khejuri Mini Marathon, 21 February 2026: 500 children aged 8 to 13 on a start line, about half of them girls, many in their first race. A pathway into organised sport, aligned with KIRTI, the Khelo India talent identification scheme.

turiyo.in/projects/talent-academy ↗

Who carries it on

Shimul Sarkar

Runs Turiyo Talent Academy and curates the Gohona Bori residency, with the local women who teach the craft.

Belief and behaviour

The framework behind the work: if I can create positive examples, I can change how people see an initiative. A changed attitude leads to belief, and belief changes behaviour.

  1. 01

    Example

    Create a positive example on the ground.

  2. 02

    Attitude

    Seeing it work changes how people view the idea.

  3. 03

    Belief

    A changed attitude becomes belief in the initiative.

  4. 04

    Behaviour

    Belief changes what people do, and that makes it succeed.

A work in progress

Not everything I set out to do has succeeded. But a couple of people have become truly entrepreneurial, and their story is a case study in itself.

Turiyo Foundation

Turiyo Foundation, a not-for-profit (Section 8) company, has worked in Chauddhachuli and a cluster of seven or eight villages in the Haludbari panchayat, Khejuri II block, since 2020. Its partners have included the Foundation for Innovation in Health, JSV Innovations, Ringling College of Art and Design and the Davis Foundation.

Today the Gohona Bori work lives on as a residency: two nights each winter, in the village, teaching the craft to whoever wants to learn.

Visit turiyo.in ↗
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