Nine years in global pharma and healthcare, building strategy where climate meets healthcare access. Founder of Syntropy Earth.
I spent nine years inside two global pharmaceutical multinationals. Running brand launches across more than 40 countries, building access programmes from zero, and working on the parts of healthcare most people never see.
My last corporate role moved me into health equity and sustainability, working alongside the WHO-Foundation, UNICEF, and government bodies on programmes built to reach the people the system serves last. That work showed me something I could not unsee: the gap between what large organisations commit to and what actually reaches a patient is widening, and climate is the force widening it fastest.
So I left to build Syntropy Earth. I write and speak on climate as a health story, because that is the version of the story most likely to make organisations act.
Think about the last summer your city broke heat records. You probably adjusted. Moved a meeting indoors, drank more water, turned the air conditioning up.
Now think about the person who cannot adjust. The daily wage worker who has to be outside regardless. The patient who depends on temperature-controlled medication delivered through a supply chain never designed to survive a bad monsoon. The family whose nearest clinic sits down a road that floods every year, and floods more often now.
For them, the heat is not inconvenient. It is the barrier between them and care.
I have watched this up close. Vulnerable patients with chronic conditions and disease making hours of round trips for a three-minute consultation, struggling to get medicines on time, missing follow-ups and treatment cycles. Not because the medicine did not exist, but because their most basic needs were never being met.
The WHO calls climate change the single biggest health threat facing humanity. Not the biggest environmental challenge. The biggest health threat. Heat already kills an estimated 546,000 people a year worldwide, and the rate of heat-related death has climbed roughly a quarter since the 1990s. In 2024, heat exposure cost the world around 639 billion working hours and over a trillion dollars in lost productivity.
Climate change is not something happening to the environment. It is already inside the operations of every organisation that touches health, people, or access in any way.
I have also seen how unequally this lands. The way climate change touches a life in a tier-one city is starkly different from the way it touches someone on the other side of it, already trying to make ends meet. The same heatwave, the same flood, two entirely different worlds. That gap is the thing I cannot unsee.
It shows up in supply chains. In the gap between sustainability commitments and what programmes can actually deliver. In the communities a CSR strategy was designed to reach, and increasingly cannot.
The world has been telling this story as entropy: loss, crisis, things falling apart. What has been missing is the other half. The organisations, people, and systems actively building something that holds. That is the story worth telling, and more than telling, building a practice around.
Over nine years inside two global pharmaceutical multinationals, I have worn seven different roles, from individual contributor to people management. Working across global markets and directly with executive leadership teams, building and nurturing brand lifecycles, running global brand campaigns, and leading milestone launches.
I spent years at the centre of how global healthcare brands actually work. Not the strategy decks. The execution. Coordinating launches across dozens of countries, each with its own healthcare system, regulatory rules, and relationship between patients, prescribers, and access. What works in one capital fails in another, and learning why is most of the job.
Over that time I managed multi-country brand campaigns and built the infrastructure for global-to-local commercial translation. What I came out understanding: the distance between a well-funded strategy and a delivered outcome is almost always a systems problem, not an ideas problem.
Then came the work that taught me what access actually means when you are personally responsible for delivering it. I led one of the most significant pharmaceutical launches in recent Indian history. Not a campaign. A national infrastructure built from zero, designed to reach patients who had never had access to this class of treatment before.
Managing regulatory, supply logistics, medical education, government relations, digital activation, and patient support at once, because if any one thread stalled, the whole system stalled. That is where I learned that access is a systems problem. Reaching people at the last mile means understanding every layer between the manufacturer and the patient, including the ones nobody maps.
My final corporate role was the one that changed how I see everything. I moved from brand and commercial strategy into health equity and sustainability. My mandate: understand the real gap between the healthcare system as it appears on paper and the daily life of the person who needs it most.
Working directly with the WHO-Foundation, UNICEF, and state and central government bodies on programmes designed to reach vulnerable populations showed me something impossible to unsee. The organisations with the largest sustainability commitments were often furthest from understanding what those commitments meant at the point of delivery. That is where the climate connection became undeniable.
The world's climate story has been told as entropy. This is the other story.
Strategy and advisory at the intersection of climate, healthcare access, and sustainability, for organisations serious about closing the gap between their commitments and what actually reaches people. Health leads. The practice widens from there.
Visit Syntropy Earth →