Ayush Kumar, Product Manager in Toronto, ON, Canada
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Ayush Kumar

Verified Expert  in Product Management

Product Manager

Toronto, ON, Canada
Toptal Member Since
September 11, 2019

Ayush is a growth product manager helping companies create user-focused experiences that solve customer needs to deliver business impact. A "no excuses" guy, Ayush's directly owned orders and revenue metrics and brings a mix of human psychology, data analytics, and business sense into his work. Ayush has contributed an incremental $4.6 million (9.2% of top-line) via projects across the business lifecycle: acquisition, engagement, and monetization.

Project Highlights

Increased Mutual Matches | Driving Online Dating User Joy
Generated an 81% increase in mutual matches via design thinking, ideating and shipping an MVP, and measuring impact on KPIs.
Increase the Number of Repeat Purchases for an eCommerce Store
Deployed human-centered design-thinking principles to increase repeat-purchases on an eCommerce store by 3.5%.
Increasing Monetization | Free to Premium Conversion
Oversaw a 5.4% increase in conversion from free to premium, without discounting or losing ARPO (average revenue per order).


Work Experience

Growth Product Manager

2022 - 2022
Harry's, Inc.
  • Achieved an 18% relative increase in "Visitor to Trial Order" conversion.
  • Established ways of working for the product, design, and tech triad using systems thinking (right rituals, documents, processes).
  • Coached and mentored an associate product manager on the art of product management, from discovery to execution to analytics.

Senior Growth Product Manager

2021 - 2022
  • Doubled onboarding funnel efficiency in six months, from 9% to 18%, from sign-up to activation.
  • Achieved a 30% lift in organic traffic by launching a referral program across business casing, discovery, execution, monitoring trade-offs backed with growth and compliance, and iterations.
  • Built daily, weekly, and monthly dashboards to track progress and identify opportunities. Created a 12-month OKR to align the team toward common outcomes.

Product Manager

2020 - 2021
  • Crafted a product strategy for a new research product by influencing the leadership team. Identified key metrics to measure the product's health and created a metrics dashboard to track performance.
  • Influenced culture change towards a more agile, rapid testing and learning approach. Used design thinking principles to establish the product's key consumer and business goals.
  • Identified key consumer personas and created a short and long-term product roadmap.

Associate Director | Product Management

2019 - 2020
  • Used design-thinking principles to improve the donations flow which removed friction and increased donations by 8%.
  • Achieved a 3.5% lift in MoM repeat purchases on an eCommerce platform by communicating social outcomes rather than dollars spent.
  • Envisioned from scratch, a consumer loyalty platform (a more than six million dollars opportunity) using "social impact" to drive loyalty for partners.
  • Transformed "Track Your Impact" from a marketing page to a digital platform connecting dollars to social outcomes.
  • Spearheaded organizational transformation away from all-things-for-all-customers mentality to establish a profitable and scalable B2B socially conscious offering as a mentor and influencer to the organization in the product management discipline.
  • Served as an internal consultant to the leadership team on the product discipline and created a short- and long-term product strategy.

Senior Product Manager

2015 - 2019
People Interactive Pvt. Ltd.
  • Achieved 81% lift in "mutual matches," the North Star metric of an online matchmaking platform for mobile apps and m-sites.
  • Boosted user retention by 3.5% by building a chatbot on WhatsApp, which increased engagement and retention.
  • Improved order conversion by 12% by redesigning the payment flow on web and mobile apps (iOS and Android).
  • Increased the order-and-revenue market share by 13% and 8% by developing a machine learning-based discounting strategy.
  • Strengthened the acquisition funnel (visit to profile ratio) by 4.6% via the removal of friction points during user registration.
  • Implemented a self-learning AI-based predictive dialer and achieved a 92% lift in the telesales team’s productivity (600 strong).
  • Oversaw a product segment worth $50 million and contributed an incremental $4.6 million (9.2% of top-line) through projects across the business lifecycle: acquisition, engagement, and monetization.
  • Handled project management to deliver sprint tasks and ship products and features within the agreed-upon time frame.
  • Worked closely with the design and user experience team to create low-fidelity wireframes and conduct user research and usability testing.
  • Launched an MVP and created a business case for an online wedding planning platform by wireframing the initial web pages and envisioning user journeys.

Testing and Development Engineer

2011 - 2013
TVS Motor Company
  • Helped to launch new two-wheelers (Phoenix, Jupiter) by researching and developing the chassis, frame, tires, and other parts.
  • Improved the product quality and included best product features by bench-marking competitor products.
  • Developed processes by researching on new testing methods to gauge vehicle-handling performance.

Increased Mutual Matches | Driving Online Dating User Joy

Generated an 81% increase in mutual matches via design thinking, ideating and shipping an MVP, and measuring impact on KPIs.

Male users didn't receive responses from their sent invitations, so they didn't experience the joy of dating, which led to drop-offs. This is reflected in key user metrics: low male retention, low order conversion, and low customer satisfaction (CSAT) scores.

We followed a design-thinking process and conducted in-depth qualitative user interviews. This unveiled an interesting finding: female users were serious, thoughtful, and deliberated before tapping the "accept" button. Our question was, how could we "casualize" their response behavior?

"Casualizing" took us to the dating space where a user can say yes (swipe right) and no (swipe left) to a profile. We envisioned an MVP to be done only on the Android app (the maximum user engagement platform). We planned to use the existing APIs (using SOA). We integrated them into a new UI with a Tinder-like swipe functionality (implemented via a current component from the Android native library). I then sent it to production within two sprints (ten working days) and achieved ground-breaking success.

• Saw an 81% lift in responses.
• Increased order conversion by 5.3%.
• Jumped 4.8% in CSAT score.

Increase the Number of Repeat Purchases for an eCommerce Store

Deployed human-centered design-thinking principles to increase repeat-purchases on an eCommerce store by 3.5%.

Repeat purchases constituted a small portion of eCommerce revenue, and we wanted to increase overall user retention and referrals.

1. Implemented a quantitative analysis of the cohorts of users buying products from us.
2. Obtainedualitative understanding of users—why/why not are they buying from us via in-depth interviews.

1. The primary reason people bought from us was the social component of our offerings, where each product sold was supporting a certain cause the users cared about.
2. We didn't really "thank" them or made them feel proud about this across the whole user journey.

1. Mapped the E2E user journey (pre-purchase, during, and post-purchase).
2. Began with the post-purchase user journey (thank you/order confirmation page and email).
3. Included inspiring content and videos to communicate the real-life stories of the end-beneficiaries and the impact they made just by purchasing from us.

• Saw a +3.5% increase in repeat purchases on our eCommerce shop.

1. The hypothesis found by the human-centered design thinking approach was valid.
2. Replicate this "feeling of pride" across the other touchpoints of the user journey.

Increasing Monetization | Free to Premium Conversion

Oversaw a 5.4% increase in conversion from free to premium, without discounting or losing ARPO (average revenue per order).

To make free users realize the value of premium features.

1. One of the most useful premium features was the ability to chat with your matches.
2. Free users received a small notification (not very discoverable).

If a free user received a chat request, a pop-up would appear in front of the user. And when they want to reply, they then see a message to upgrade. Essentially, the idea was to bring out one of the most compelling premium features and place it within the organic user journey contextually.

1. I took an MVP approach and started with the app because it's more relatable than an app. Also, we could use the existing UI components from the library. Moreover, 70% of the userbase was on Android, so it made sense to start there.
2. We started with only male receivers because females generally receive a lot of incoming attention, which might feel overwhelming for them, worsening their user experience.
3. We released it as an A/B test for new and existing users.

It led to a 5.4% increase in conversion for that cohort without discounting or losing ARPO (average revenue per order). The next step was to extrapolate this to other cohorts and platforms.

Increased Document Submission by 12% Within Onboarding Journey

Increased 'sign-up' to 'activation' conversion by +12% by allowing in-flow document upload

Customers weren't sending their documents for review, which blocked us from opening their bank accounts.

1. Understand the problem, i.e., was it 'low user intent' or a 'UX issue' or both?
2. Applied a constraint of working with the existing case-management tool used by the fraud team.

1. I uncovered (through data analytics) that it was a UX issue because customers were asked to change the interface (i.e., respond via email) to upload their documents.
2. This added more friction to the already friction task of scanning and uploading.
3. Also, changing the interface led to higher chances of distraction and procrastination.

1. Brainstormed ways to seek customer documents within the onboarding flow (rather than directing them to email), with the added constraint of maintaining the Intercom as the case management tool.
2. Launched an MVP by leveraging 'Intercom widget' to prove/disprove the hypothesis.

• Saw a +18% increase in customers responding with documents, leading to a +12% increase in Sign-up to Account opened conversion.

Artificially Intelligent (AI) Predictive Dialer for the Telesales Team

Created a predictive dialer to automate manual, redundant, and monotonous tasks—causing a 92% increase in team productivity.

We were only reaching a 35% connectivity with consumers through telecalls. This was caused because of the disposal of nonconnected calls and scheduling them for later.

We implemented an AI predictive dialer that will direct only connected calls to the team. Working with the data science and engineering team, I also created a requirements document along with all the use cases. We then developed an algorithm that learned based on various user demographics and activity parameters.

Control Metrics:
• Ensure an agent is free before the call to ensure a good customer experience.
• A customer shouldn’t receive more than "x" number of calls in a day and should be called within the official time limits unless otherwise specified.
• Dialer will learn the answering patterns of users based on their demography and activity.
Other Work:
• Built reports and dashboards so that leads could monitor productivity and efficiency.
• Launched it as an A/B test with a few advisors and compared them against similar performing advisors in the other set.

• Increased telesales team productivity by 92%.
• Reduced the sales team size by half and added skills for cross-department usefulness.

Increased the Conversion of Visitor to Donation

Increased online donations by 8%—using visitor-to-donation conversion— by removing friction via design thinking principles.

1. There were significant drop-offs across various stages of the donations flow.
2. Calculated the opportunity size to be a 15% increase (based on industry standards).

1. Identified the stages with maximum opportunity, and focussed on them.
2. Interviewed users in both buckets (successful and un-successful donations)
3. Followed design thinking approach of research, synthesis, ideation, convergence, prototyping, validation, execution & launch.
4. Identified the two largest drop-off points, and made the required UI changes.

1. The visitor-to-donation conversion increased by 8%.
2. The way forward was to replicate the same approach for the next two as well.

Improving Visitor to Order Conversion

Increased the activation ratio by 3.7% via a new mode of payment; also led vendor identification and API integration.

The internet banking payment mode had a lower activation ratio. The primary reason was the bank’s site's UX. The bank login page loaded in a web view on mobile devices, rather than having a mobile-friendly UI. This reflected in key user metrics: low activation ratio and order conversion.

We studied user behavior focusing on why users used net banking rather than credit/debit cards. We researched best practices followed for net banking by other merchants.

1. Net banking was primarily used by parents who perceived a security risk with credit card usage.
2. Best practices indicated the use of a vendor which converts a bank’s login pages into mobile-friendly pages
3. Also, a small user segment was ready to use UPI (unified payments interface) as an alternative mode of payment to net banking, which had a higher activation ratio.

1. I spearheaded the integration of a new mode of payment: UPI with minimal handshakes and an intuitive UX.
2. I also led the integration of JUSPAY to make bank pages mobile-friendly and ensured database security.

• Increased activation ratio by 9.2%.
• Improved order conversion by 3.7%.

Business Pitch and Wireframe Creation | Online Wedding Planning Platform

Pitched the business plan to the executive team, including the value proposition, cost needed, and revenue projections.

While working with an online matchmaking platform, we wanted to diversify as a business into an online wedding planning platform. We were tasked to come up with a business model canvas.

It took a mix of primary and secondary research with consumers and vendors.

• Conducted secondary research around every category involved (apparel, venue, logistics, makeup, etc), with industry sizes and trends.
• Studied consumer behaviors and how the current wedding planning platforms were being used.
• Conducted in-depth two hour-long interviews by visiting consumers ar their homes, and understanding what matters to them, and the problems they were facing.
• Successfully launched an MVP to judge if users are interested to explore. Built initial wireframes to envision user flows.

We pitched our learnings to the executive team and secured the funding to launch a platform starting with one category at a time.

Machine Learning-based Discounting Algorithm

Increased revenue realization (top line) by 1.5% using differential discounting based on demography and activity parameters.

I conducted data and business analysis to arrive at the insight—users usually have varied reasons for using the platform. Hence, rather than offering flat rates/discounts, we could base discounts on user intent, i.e., a more serious user gets a lower discount and vice versa.

We needed to figure out the demographics and activity parameters that defined intent. For instance, an older female, living away from her home town who was also logging-in frequently would have higher intent (in the Indian context).

We created a machine learning algorithm along with the data science team considering numerous such parameters, which was then integrated with the existing discounting platform (keeping all existing logics uninterrupted). Finally, we tested it with a small cohort of users, which reduced and increased discounts for users based on the algorithm. We only tested it on new users, because existing ones already have a preconceived notion towards a price point, and this could bias our results.

We saw a 1.3% lift in revenue (a highly significant impact, which is generally achieved by multiple projects combined).
2013 - 2015

Master's Degree in Marketing

Institute of Management Technology, Ghaziabad - Ghaziabad, India

2007 - 2011

Bachelor's Degree in Metallurgical and Materials Engineering

National Institute of Technology Karnataka, Surathkal - Mangalore, India


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