The most successful project was the business turnaround at John Deere, which required them to deep dive into each functional area through leadership workshops and then benchmark with industry leaders. This was followed by building a four-year goal in terms of business, financial, and market share. On a monthly basis, scorecards were created to track performance and adjust tactics to achieve goals. Initially, his role was to work with an external agency to execute an industry study and present the findings to the global leadership team. His role was to then drive this cross-functional initiative and work with leadership to define and monitor goals. For this engagement, he used the "X" matrix framework, which is a 1-page summary of long-term goals, annual targets, and functional targets needed to achieve the annual goals. The most important lesson in this project was bringing together multiple functions to achieve a single goal. The team received a global award for the outcome, and he established best practices for strategic planning.

The second project was to build Mycovation as a business from scratch. The project involved comprehending the technology that the technical founders were wanting to build and how they could create a sustainable and scalable business model as a startup. Based on competitive analysis and speaking to the investor community, the team worked on product lines (novel ingredients) that were in partnership with food companies. This B2B model helped them focus on building our technology advantage while competitors were focusing on building a B2C brand. His role was to identify and work with top food customers across Asia-Pacific who would be suitable partners for their novel ingredient. The project also required them to build processes for their product development, drive brand awareness, and be a thought leader for the alternative protein industry. He also participated in global incubation programmes that helped the company find strategic investors for seed funding of USD 0.5 million.