Paridhi: From Surat textiles to US space engineering

Engineering has run in Paridhi Desai’s family for generations. Her parents ran a textile machine manufacturing business in Surat. Her grandfather, also an engineer, taught her how to use lathe machines, how to saw, and drill.

Growing up with machines, she developed a fascination for how things were built, how components fit together, and how to take something apart and make it work again. “This hands-on experience instilled in me a deep appreciation for both the theory behind engineering and the execution that turns ideas into reality,” she says.

So, going into an engineering career was almost a given. Paridhi did a BE in electronics & communication from South Gujarat University, post which she joined University of Michigan Ann Arbor for a Master’s in engineering, with specialisation in robotics and autonomous systems.

However, going into a technical career, she says, was not without challenges. “When I entered undergraduate engineering in India, I quickly realised that the field was heavily male-dominated. The more I saw how few women pursued this path, the more determined I became to prove that women could excel in engineering just as much as men. I wanted to show that one’s gender should not limit their ambition or potential,” Paridhi tells us.

And it did not. Her academic foundation opened doors to roles at companies like Ford and General Motors, where she honed the ability to navigate complex, multidisciplinary projects. At Ford, she was a driver assist and active safety engineer. At GM, she was a design release engineer for night vision systems. From GM, she moved into technical programme management roles – first at Lyft, then Nuro, and now Muon Space. At Muon, where she is director of technical programme management, she was tasked with a transformative mission: Leading the company’s first satellite programme from concept to operation.

And she had to do it within two years, with most hardware and software developed in-house. “This was a monumental challenge,” says Paridhi. “But it also taught me that successful programmes require more than technical skill – theyneed adaptive leadership and an unwaveringcommitment to collaboration. Technical skillsallow us to foresee risks and devise solutions,while strong interpersonal skills foster team collaboration and trust. Balancing these skills isessential for navigating planned milestones andunexpected setbacks,” she says.

For professionals interested in tech, particularly in the aerospace sector, she advises building a strong foundation in both engineering principles and soft skills. “It’s easy to view programme management as a series of timelines and checklists, but true success lies in understanding the technical details deeply enough to avoid becoming a mere status-update manager. A good technical programme manager knows when to dive into specifics, spot risks, and propose practical solutions. This ability to be both technically informed and strategically focused is what I consider the cornerstone of effective programme management,” she says.

She also recommends building meaningful relationships with stakeholders. In a field like aerospace, where projects span years and involve interdisciplinary teams, open communication and trust were indispensable. “Young professionals could benefit immensely from honing their interpersonal skills, learning how to communicate technical complexities in relatable terms, and engaging in productive negotiation with diverse teams,” she says.