Impact Strategy Lab
Strategy for businesses
building what comes next.
I help teams turn ambiguous ambition into structured decisions — then stay long enough to see the first version ship. Five-plus years across Goldman Sachs, Delta Air Lines and high-growth consulting.
The through-line
Ambiguity
Scattered ideas
Structure
A shared frame
Evidence
Signal, scored
Decision
Funded and owned
Inputs: interviews, market data, internal metrics.
Method: framing, scoring, prototyping, hand-over.
Output: a roadmap someone can defend in a board room.
Featured work
Selected problems, structured.
Micro-EV Go-To-Market & Market Expansion Strategy
Built the go-to-market and regional expansion strategy for Mexico's affordable light electric vehicle platform, combining customer segmentation, regulatory analysis, channel and financing design, market prioritization and trade modeling.
Four segments, three channels, ten export markets.
Climate-Risk Advisory Offering
Coming soon — this write-up is being finished and will be published here.
A new vertical, adopted in the market.
Apple Card Executive Reporting
Coming soon — this write-up is being finished and will be published here.
Reporting that guided nine-figure decisions.
Decarbonization Strategy & Decision System
Rebuilt Delta’s long-term decarbonization planning approach and created reusable tools for scenario analysis and climate-investment decisions.
Four levers, one reusable planning and decision system.
Professional experience
Where the practice was built.
Sep 2025 — Apr 2026
Strategy & Operations Consultant, GTM & New Ventures
Olinia Light Electric Vehicle
Jun 2025 — Sep 2025
MBA Intern, Sustainable Strategy
Delta Air Lines
Mar 2023 — Jun 2024
Associate Manager, New Verticals
Advanced Financial Solutions
Jul 2020 — Feb 2023
Associate, Data Platforms & Analytics
Goldman Sachs
Principles
How I work when it gets hard.
01
Start with the question
Before a single slide, agree on the decision being made and what would change the answer.
02
Structure beats speed
A clear frame makes fast work possible. Speed without structure just produces confident noise.
03
Evidence over anecdote
Opinions are welcome. They are just not the same as data, and the difference should be visible.
04
Build the thing
Strategy that stops at recommendation is unfinished. The artefact matters as much as the advice.
Process
Five steps, in order, every time.
The sequence matters more than the tooling. Skipping a step is how good teams end up with confident answers to the wrong question.
01
Frame
Define the decision, the constraints, and what a good answer looks like before analysis begins.
02
Diagnose
Interviews, data, and market signal — organised into a picture people recognise as true.
03
Prioritize
Score the options against value and feasibility so trade-offs are explicit and defensible.
04
Build
Prototype the workflow, the model, or the artefact. Learn from the thing, not from the deck.
05
Hand over
Leave behind a framework the team can run without you, plus the rationale behind every call.
About
I am Disha — a strategist who likes the messy middle.
My work sits between the whiteboard and the build. At Goldman Sachs I built the reporting behind the Apple Card partnership; at Advanced Financial Solutions I built a climate-risk advisory offering from zero; at Delta Air Lines I worked on sustainable strategy and decarbonization; most recently I led go-to-market for Mexico's first affordable micro-EV at Olinia.
What connects it is a stubborn belief that clarity is a craft: a good frame, honest evidence, and a decision someone is willing to sign their name to.
Expertise
Latest insights
Thinking out loud, in public.
From AI Hype to Real Value
Most AI programmes fail long before the model does. They fail at the moment someone confuses a demo for a decision.
The Cost of a Vague Question
Coming soon — this write-up is being finished and will be published here.
Strategy Is a Sequence, Not a Slide
Coming soon — this write-up is being finished and will be published here.
Next step
Have a problem worth structuring?
I take on a small number of projects at a time — usually where the question is still fuzzy and the stakes are not.