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 like the whole arc of building something: the messy idea, the plan, the launch, and the hundred small decisions in between. Over the last few years that instinct has carried me from founding a company to leading student organisations of hundreds and taught me that 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 development. I ran our Amazon advertising end-to-end campaign setup, budgets, optimisation, and reporting and led the product research that shaped our launch pipeline, studying demand, competitors, and category gaps to decide what was worth making. I negotiated with suppliers and partners through to commercial terms and built simple WhatsApp and Gmail automations so the business could run leaner. Carrying a product from a rough idea to a live shopfront taught me more than any classroom could.

Marketing is one thread through everything I do. Before Wuze, I sharpened it through a programme with IIDE — social media, SEO, content, and live market research along with certifications in Google Ads, Meta Ads, and Instagram marketing. Leading marketing at AIESEC, I helped drive 2,813 recruitment sign-ups in a single year and over 300,000 LinkedIn impressions and landed a Woodland corporate partnership that raised ₹39,200 for a 200-plus-attendee campus event. I care about the unglamorous half of the craft as much as the creative one: the keyword research, the performance numbers, the reporting that tells you whether a story actually landed.

But people management is the part of the work 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+ entity-wide, owning how we recruited, onboarded, developed, and retained our members through a demanding year. When three Executive Board members resigned from a tenperson managing body, I rebuilt the leadership pipeline from the ground up, lifting applications from 10 to 26 for the next cycle and recording 33 letters of intent — the highest in four years, and that number means more to me than any other on my CV.

That people-first instinct took root earlier, in HR. As a human resources intern at Alpha Zeal Media, I coordinated over 100 candidate interviews across multiple roles and owned the scheduling that kept our hiring pipeline on deadline. I maintained the HRIS to a high standard of data integrity, rolled out a full performance-review cycle building the templates and tracking completion end to end and partnered with team leads to scope hiring needs and run employee-engagement activities. 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, in which I completed my BA before starting a postgraduate diploma in management to sharpen the fundamentals behind my instincts. When I'm not working, you'll usually 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.