Bringing Order To Chaos For Scalable Growth
Driving influence with authority, cross collaboration, thrives in ambiguity.
- 35% faster program delivery
- 85% YoY Revenue Growth Driven
- $6M Funding Secured Through Scalable Ops
- 35+ Countries Scaled Through Platform Integration
Core Skills
Results-focused Senior Program & Operations Leader with extensive experience leading the end-to-end of high-impact programs that drive enterprise transformation, operational scale, and business performance improvement across diverse sectors.
Fintech
Health Tech
B2B SaaS
Technology
Rooted In Curiosity
Hi, I’m Tulsi—a systems thinker at heart, with a soft spot for messy problems and mission-driven teams. I’ve built my career around bringing calm to chaos—whether it’s scaling a startup, aligning cross-functional teams, or quietly removing roadblocks so others can shine.
I don’t just love solving problems—I love solving the right ones, with people who care. I believe great operations is like good design: when it’s done well, it’s nearly invisible, but it makes everything around it work better.
People often describe me as the glue—the person who connects the dots, asks thoughtful questions, and makes things feel a little more human. I bring structure, empathy, and just enough hustle to keep momentum going without losing the people at the center of it all.
I grew up in the Bay Area and am now based in California. Outside of work, you’ll usually find me in a pilates or yoga class, watching football (Go 49ers), planning my next trip, or deep in an audiobook. I recharge through movement, travel, good conversation, and quality time with the people I love most. If there’s a theme that runs through everything I do, it’s this: be kind, stay curious, and build with care.
Task:
My goal was to design and implement a scalable onboarding and enablement program for GTM teams that could drive consistency, reduce ramp time, and build alignment across regions and functions.
Action:
I led the end-to-end initiative, starting with stakeholder interviews—speaking with new hires and team leads to uncover core pain points. From there, I brought together cross-functional leaders from Sales, CS, Product Marketing, and RevOps to co-create a global onboarding experience.
- Built a modular program customized by region and role, combining live sessions, LMS content, Notion playbooks, and 30/60/90-day success plans tied to team KPIs.
- Created onboarding cohorts, introduced a Looker dashboard to give leaders visibility into progress
- Embedded feedback loops to continuously improve the program each quarter.
Case Study
Situation:
In my last role as a Chief of Staff at a global AI video tech company—from 320 to 450+ employees in under a year—we faced a major challenge in onboarding. Most of this hiring was across GTM functions in the U.S., India, and EMEA, and there was no formal process in place. New hires were piecemealing together information from Slack threads, outdated Notion pages, or hoping to catch someone available to shadow. It led to inconsistent ramp times and growing misalignment between Sales and Product.
Results:
Within two quarters, we reduced ramp time by 30% and improved onboarding satisfaction from 62% to 91%. The program scaled successfully across three continents and gave leadership real-time insight into how onboarding was progressing, allowing them to step in early when support was needed.
The biggest learning for me was the value of early co-creation—giving stakeholders a real seat at the table made adoption smoother and built lasting buy-in. And even though I initially didn’t have a blueprint to follow, I held myself accountable to solving the problem end-to-end. I would be lying if I said there wasn’t some flailing in the beginning because none of us had tackled this issue before, but as a COS I knew I was the connective tissue and glue to make sure we found the right solution and I held myself accountable to that even if it’s not exactly in my job description.
Task:
I was tasked with bringing structure to how we prioritized and executed cross-functional initiatives—without slowing down momentum or adding unnecessary process. The goal was to align efforts, reduce duplication, and ensure our highest-impact work stayed on track.
Action:
I introduced a simple but effective prioritization framework that weighed strategic alignment, customer impact, and effort. Instead of rolling it out top-down, I ran collaborative sessions with team leads to apply the framework together. That approach helped build early buy-in and surfaced key friction points we could tackle as a group.
To maintain visibility and execution rhythm, I created a shared tracker and launched biweekly standups across Product, CX, Marketing, and Ops. I served as a neutral facilitator, helping teams stay aligned, escalate blockers, and course-correct in real time.
To drive adoption, I worked with team “champions” to co-design the rollout, kept trainings short and tactical, and celebrated quick wins—like helping one team reduce recurring meetings by 20%.
Case Study
Situation:
At a digital health startup, I joined during a period of rapid growth where multiple initiatives were competing for attention—revamping onboarding, automating parts of the customer experience, refining product strategy. Every team had their own version of what was most important, and there wasn’t a clear system for prioritization. People were overwhelmed, and there was also resistance to new workflows because teams were just trying to stay afloat.
Results:
Within one quarter, 90% of teams were using the new planning system. We cut duplicate work by 40%, launched three major initiatives on time, and improved partner satisfaction by 25% with a redesigned onboarding flow.
The biggest takeaway for me was that early buy-in and co-creation drive real change—especially in high-velocity, high-stakes environments like health tech. I learned how to bring clarity and momentum without adding noise.
Testimonials
What People Say
“Tulsi was a driving force behind our operational excellence at VideoVerse. As Chief of Staff, she had an incredible ability to prioritize what mattered most to the business, streamline executive workflows, and lead high-stakes initiatives with both strategy and empathy. Her leadership directly contributed to our improved decision-making, faster execution, and increased cross-functional alignment.”
“At Deloitte, Tulsi consistently stood out for her analytical rigor and ability to lead complex client engagements. As a Strategy & Operations Consultant, she brought clarity to ambiguity, built trust with senior stakeholders, and delivered high-impact solutions under tight deadlines. Her combination of sharp problem-solving skills and collaborative mindset made her an invaluable team member.”
“Yasmine is an enthusiastic individual. She is deeply knowledgeable about trust and safety in the field of content moderation to safeguard users and social media platforms. She can also localize policies, articles and SOP as needed. Her critical thinking and investigation resolved countless cases and helped law enforcement to arrest criminals and prevent crimes. She is also a strong team player to support others to succeed in the team . I highly recommend Yasmine to be part of any organization.”
“As a subject matter expert in the APAC region, brought a wealth of experience to the position and brought immediate benefits to our small team. Yasmine’s leadership qualities and in-depth understanding of the unique industry issues at play in the Japanese market allowed us to work better, communicate better, and save lives.”