I didn't meet Anil in a boardroom. I met him as a fellow student, when I began my Astronomy & Astrology studies — two engineers sitting in the same class, learning something old and slow. It was only as I got to know him that the other life emerged: decades in senior leadership, a corporate coaching practice, and an engineering path much like my own. Over the months since, he has quietly held space for me as a mentor and coach — and that's the seat from which I recommend him.
Why I'd vouch for him
Most coaching recommendations come from a brochure. Mine comes from the chair across from him. Anil has coached me — through decisions, through doubt, through the seasons where what you need isn't advice but a good question asked at the right moment. He listens the way few people do, and he holds up the mirror without ever making it about himself.
I've come to believe a good coach isn't a fix for a problem — nobody needs to be broken to benefit. It's one of the marks of a high-performing team, the same way the best football teams in the world still have one. The strongest leaders I know are the ones most willing to be reflected back to themselves.
What he brings
See clearly
Where are you, really — as a leader, as a team, as a system? Anil starts with an honest reading, not a template.
Line it up
Inner intent and outer role, individual and organisation — the work is bringing them into one direction instead of quiet conflict.
Make it real
Reflection that never lands in behaviour isn't transformation. The framework closes the loop — from insight to practice.
His signature “AAA” framework — the spine of how he works with leaders and teams.
Two worlds, one practice
What makes Anil unusual is the range he draws from. On one side: Western organisational frameworks and the hard-won pragmatism of decades running large engineering organisations. On the other: Indic wisdom and Sri Aurobindo's Integral Yoga — a view of growth that treats leadership evolution as inner transformation, not just skill acquisition. He moves between the two without ceremony, and the blend is the point: rigour that doesn't flatten the person, depth that doesn't drift from the work.
Where he's been
- PracticeExecutive mentor and systemic coach; founder of ATMATVA, focused on leadership evolution and inner transformation.
- EducationAlumnus of IIT Roorkee and IIT Delhi.
- Corporate yearsDecades in senior leadership — including leading Motorola's Embedded Communications Computing division and running Motorola's talent hub.
- ApproachThe “AAA” framework — Assess, Align, Actualise — blending Western organisational frameworks with Indic wisdom and Sri Aurobindo's Integral Yoga.
A thought if you lead a team
If you're weighing whether coaching belongs in your leadership team, here's the frame I'd offer:
- Don't wait for a problem. The best time to bring in a coach is when things are going well — that's when reflection compounds instead of firefights.
- Look for a mirror, not a manual. Senior people rarely lack knowledge. What they lack is someone with no agenda who reflects them back to themselves.
- Check the range. A coach who has actually run large organisations — and then done the inner work — can meet you on both fronts. That combination is rarer than it should be.
Want to work with him?
Two ways in. Go straight to Anil through ATMATVA or LinkedIn — or, since I've sat in the coachee's chair myself, let me make a warm introduction.
He's the coach I found by accident, in a classroom, studying the sky. Some of the best introductions arrive that way — which is exactly why I'm passing this one on. — Sree