The dive is only one part of the operation.

A professional dive operation has to make several systems work at the same time: people, safety, boats, equipment, compressors, training, customer service, sales, scheduling, logistics, weather, maintenance and commercial performance. When one begins to fail, the effect reaches the guest quickly.

My operations experience has been built around managing these relationships rather than treating each department as a separate problem.

Current leadership

I currently serve as Chief Operations Officer and PADI Course Director at Dive Andaman India Private Limited in the Andaman & Nicobar Islands.

I lead a 23-member team across a five-boat resort dive operation. My responsibilities cover daily dive-centre operations, professional training, safety, staffing, equipment, compressors and gas systems, inventory, marine logistics, sales support, customer experience and operational reporting.

I act as the senior operational authority for diving and marine activity. That includes go/no-go decisions based on weather, sea state, diver ability and safety; emergency action plans; incident reporting and corrective action; boat readiness; preventive maintenance; and the authority to suspend activity when standards are compromised.

The role also includes recruitment, onboarding, mentoring, rosters, seasonal staffing, performance management and professional development. As Course Director, I oversee professional-level PADI programmes and maintain training quality across the instructional team.

Commercial responsibility sits alongside operations. I work across sales, high-value training programmes, customer conversion, performance analysis and marketing inputs. Changes to operating systems, analysis and customer acquisition during this period contributed to substantial revenue growth.

Equipment and marine assets

Dive operations depend on asset readiness. My operational scope includes dive equipment, cylinders, compressors and gas systems, spares, consumables, boats, engines and related marine assets. The work includes maintenance planning, safety checks, asset tracking, loss prevention and making sure operational decisions reflect the actual readiness of people and equipment.

Guest experience

A premium guest experience is usually created behind the scenes. The guest should not need to understand the complexity of scheduling boats, matching staff, preparing equipment, monitoring weather, coordinating transport and maintaining safety margins. The operation has to absorb that complexity and still deliver a calm, professional experience.

My background includes resort-integrated dive operations where the dive centre is part of the wider hospitality journey rather than a separate activity counter.

Developing new operations

Earlier in my career, my work with IISDA / MTDC in Maharashtra included operational-development activity alongside professional diving. I contributed to tender documentation, equipment procurement requirements, technical specifications and setup support for the dive operation.

That experience gave me exposure to the decisions made before opening day, when equipment, infrastructure, procurement, procedures and operating assumptions are still being defined.

Operating principles

Safety must be designed into the operation. Training cannot compensate for unclear systems. Equipment management is an operating function, not a storage function. Commercial performance and professional standards should support each other. Teams perform better when they understand the reason behind a procedure rather than simply being told to follow it.

Current operating record: 23-person team · five boats · 3,000+ logged dives across my professional career · 18 IDCs · approximately 50 instructor candidates · substantial revenue growth under current operational leadership.