Member, Board of Directors - Regional Director, Asia-Pacific
The Harvard Alumni Association connects more than 400,000 alumni worldwide through community, lifelong learning, and volunteer service.
As a Board member and Regional Director for Asia-Pacific, I help bring alumni leaders across the region together around shared priorities. I played a key role in shaping the Big Bold Brave Harvard Asia-Pacific Conferences in 2024 and 2025, supporting programme development and collaboration across alumni chapters.
I also developed and lead a monthly workshop series helping senior leaders use AI for higher-value decision-making, making the technology more practical and accessible.
President
The Harvard Club of Bengaluru connects over 300 graduates, current students, and affiliates living in India's technology hub. The club functions as a dynamic community forum, organizing roughly 20-30 annual events.
Spent two years transforming a small chapter into one of the most active alumni communities in the world and was formally recognized by the Harvard Alumni Association with the
Outstanding Alumni Community Award 2025, celebrating the club for utilizing public panels, workshops, and youth development initiatives to positively influence the broader Bengaluru community.
What sets Sajju apart is his authenticity, intellectual curiosity, and unwavering integrity. He consistently asks thoughtful questions, challenges conventional thinking, and makes decisions guided by purpose and values. As a leader, Sajju has a remarkable ability to bring people together around a shared vision. He has built inclusive and impactful communities.
- Sooraj Mundayat, Past-President, Harvard Club Bengaluru
Founding Board Member
ReReeti Foundation helps museums, heritage sites, and cultural institutions better understand their audiences, build internal capacity, and embed more inclusive, participative, and sustainable ways of working.
This has included generating over 30,000 audience engagements through cultural programmes, training over 150 museum volunteers, supporting five youth advisory cohorts, and building sustainability capacity across 15 major museums in India.
As a Director, I’ve helped ReReeti navigate both opportunity and complexity - from shaping annual strategy and strengthening governance to supporting the organisation through critical transitions. I’ve also guided its exploration of AI, helping the team enhance its work.
Founding Board Member
CRDF helps underserved rural communities across India become more self-reliant, sustainable, and climate-resilient through integrated, solar-powered development.
I first joined the student-led initiative as a mentor and advisor in 2010, and in 2011 became one of the co-founders of CRDF.
As a Board member focused on strategy and growth, I’ve helped Chirag evolve from a college project into an organisation that's reached 300,000 people across more than 900 villages in 11 states. My role has spanned mentoring the team, guiding key internal transitions, and working with the team to evolve Chirag’s integrated village development model as communities’ needs change.
Chief Operating Officer
Sisu Global Health developed medical devices for health systems where blood and other critical resources are often scarce.
Its flagship device, Hemafuse, was a handheld, electricity-free system that enabled surgical teams to collect, filter, and return a patient’s own blood during emergencies when donor blood was unavailable. It helped clinicians save hundreds of women with ruptured ectopic pregnancies across Africa and over 900 lives during the war in Ukraine.
At Sisu, I led the operational development of Hemafuse from prototype through production and commercialisation. I also built market-access partnerships with Amref Health, a leading pan-African health organisation, and Surgipharm, a major Kenyan medical distributor. Alongside this, I helped secure multimillion-dollar investment and led financial planning, budgeting, and capital allocation.
"I was so impressed by Sajju and his advice, that I asked him to be a mentor of mine. 5 years and two companies later, he still is. When Sisu Global Health hit some roadblocks in fall of 2016, I reached out to Sajju to help transform our company from our early boot-strapping startup days to a high growth, structured, company that could scale.
He has been instrumental from operations, to sales, to the general structure of our company as we grow. Sajju has been an incredible asset and I am grateful to have him as a colleague, a mentor, and a friend."
- Carolyn Yarina, CEO, Sisu Global Health
Founder
Standard Skills Development used entrepreneurship as a pathway to address India’s youth employment challenge.
Through its Systematic Entrepreneurship framework, it reached more than 20,000 aspiring and existing entrepreneurs with practical tools to build and grow their businesses. It also launched EnRyzNow, a nationwide funding competition designed to expand access to capital for small and medium businesses.
As Founder, I developed the framework and led EnRyzNow from concept to execution. I also undertook a 42-day, 10,000+ kilometre journey across 20 cities, engaging hundreds of entrepreneurs and more than a dozen business associations to champion SME-led job creation.
Despite its reach, the venture failed to build a focused, scalable model capable of materially addressing youth employment. It taught me the importance of a clear value proposition, public-private collaboration, and the humility to change course when an approach is not working.
Chief Operating Officer & Chief Financial Officer
Embrace Innovations developed a simpler, more affordable way to keep premature and low-birth-weight babies warm in health systems with limited resources.
Its flagship product, Embrace Nest, helped babies maintain their body temperature when stable electricity, conventional incubators, or continuous skin-to-skin care were unavailable - including during transport. Embrace’s warmers have since kept more than 1.3 million babies warm in over 30 countries.
I joined Embrace as a mentor when Nest was still a late-stage prototype. In my first operating role, I helped take it into production - setting up the assembly line and operating procedures in under three months and leading ISO 13485 and ISO 9001 certification within six months.
As the company grew, I built and led the operations, finance, HR, quality, and legal functions; established its production, supply-chain, and after-sales systems; reduced product COGS by 43% within two years; and helped negotiate a seven-figure partnership with GE Healthcare. When I stepped away from day-to-day operations, I stayed on as CFO for six months to ensure continuity and a smooth transition.
Sajju is an incredible startup leader and advisor. He is one of the few CXOs/ operators who can add value across the stages a startup - from zero to one, and beyond. Equally important- he knows how to balance the impact with the need to build a sustainable and scalable operation.
- Nag Murty, Co-founder, Embrace Innovations
d.light pioneered affordable solar energy for households without reliable electricity, replacing kerosene with safer, cleaner light. Its products have since reached more than 200 million people worldwide.
My involvement began as an advisor during d.light’s early entry into India, supporting initial research and its move from Palo Alto to New Delhi. That role grew into working with the founders and leadership team to shape national business, sales, and marketing strategy, support key hires and commercial negotiations, and introduce early operating systems.
I later led the build-out of d.light’s West and South India business. Within six months, our team established a network of 175 distributors, wholesalers, and retailers, with sales and service coverage spanning more than 400,000 square kilometres across three states.
During the H1N1 pandemic, I led field trials and the launch of Kiran, then d.light’s most affordable solar lamp. The broader sales effort culminated in nearly 1,000 products being sold in a single day, compared with previous average monthly sales of around 250.
A rural entrepreneur programme I subsequently designed expanded last-mile access, supported local livelihoods, and reached more than 40,000 people.
The experience validated my belief in for-profit social entrepreneurship - that a business could create meaningful impact and still be commercially viable.
Chief Executive Officer
SGC India is my family-owned business that evolved from fabricating products for the eyecare industry into manufacturing across polymers, packaging, and office supplies.
After my MBA, I returned to India to help lead the business through a generational transition and rethink its next phase of growth. Rather than expand incrementally, I conceived and built one of India’s early integrated resin-to-product polymer film facilities, taking it from plant design and equipment procurement through regulatory approvals, commissioning, and commercial operations.
I also built the operating ecosystem around it - developing supplier partnerships, recruiting and training teams, stabilising production, and expanding capacity. This helped transform the company into a vertically integrated manufacturer, contributing to a twentyfold increase in revenue over eight years.
Founder
My first company began with that almost clichéd origin story: a garage, a college student, and a fascination with how computers worked. At 18, I taught myself to assemble computers and turned that skill into a hardware business serving the Bangalore market.
I managed it end to end from sourcing, assembly, and sales to customer service, finance, and leading a small team.
The business grew from ₹800 in starting capital to ₹40 lakh in annual sales within three years. I sold it in 1997 and went on to pursue an MBA in the United States.