Creating a life I don't need a vacation From

I'm Apurav Singhal, a New Delhi–based entrepreneur and marketer who's happiest with a problem in front of me and a team beside me. I love the whole arc of building something the messy idea, the plan, the launch, and the hundred small decisions in between and I've learned the best work usually sits where marketing, operations, and people meet.

Most recently, I co-founded Wuze Ayurveda, a natural-products company where I owned strategy, operations, marketing, and product. I ran our Amazon advertising end to end, led the product research behind our launch pipeline, negotiated supplier and partner terms, and built simple automations to keep the business lean. Carrying a product from rough idea to live shopfront taught me more than any classroom could.

Marketing runs through everything I do. I sharpened it through a programme with IIDE and certifications in Google Ads, Meta Ads, and Instagram marketing, then put it to work at AIESEC in Delhi IIT driving 2,813 recruitment sign-ups in a year, 300,000+ LinkedIn impressions, and a Woodland partnership that raised ₹39,200 for a 200-plus-attendee event. I care about the unglamorous half of the craft as much as the creative one: the keyword research, the numbers, the reporting that tells you whether a story landed.

But people management is the part I care about most. As Vice President for People Management at AIESEC in Delhi IIT and, mid-term, Marketing too I led a 15-member department directly and 200+ members entity-wide, owning how we recruited, onboarded, developed, and retained them. When three board members resigned, I rebuilt the leadership pipeline from scratch, lifting applications from 10 to 26 and recording 33 letters of intent, a four-year high that means more to me than any other number on my CV.

That people-first instinct took root earlier, in HR. As a human resources intern at Alpha Zeal Media, I coordinated 100+ interviews, kept the hiring pipeline on deadline, maintained the HRIS to a high standard, and rolled out a full performance-review cycle end to end. It taught me that the systems beneath a team matter just as much as the culture on top of them.

Underneath all of it is a habit of thinking in systems and incentives something I picked up studying Economics before starting a postgraduate diploma in management. When I'm not working, you'll find me writing, following the markets, or turning over the next idea worth building. I believe in doing real things well, treating people the way I'd want to be treated, and staying curious enough to keep learning out loud