Deepanshu Grover

• 600% — Growth in Major International Expansion Markets
• 2+ Million — New Users Added

The company’s English-language edtech products had growth concentrated in a small number of mature markets, while operations were anchored to two existing hubs—the US and India. Leadership needed a defensible answer to two questions in parallel: where should we expand our operating footprint next, and which international consumer markets are worth investing in for product growth?

I assessed the Middle East, South-East Asia, and Turkey against the incumbent India hub across cost, legal, talent availability, real estate, and tax dimensions. I narrowed it to a Malaysia/India/Turkey shortlist and recommended India for deepened investment, with a fully sourced comparison deck for the executive decision. On the consumer side, I ran global market, competitive, and data analysis to identify priority growth geographies. I conducted user focus groups in target markets to validate usage behavior and value perception.

India operations expansion was approved, and the company scaled hiring in India and added office space across two existing locations. The international consumer expansion plan drove up to 600% growth in expansion markets and added 2+ million users.

• 100% — Stakeholder Buy-in Across Affected Teams
• 4 Platforms — Rolled Out (Contentful, Optimizely, Cloudinary, Amplitude)
• 100% — Defect-free Migration

Marketing teams were rolling out four new platforms—Contentful, Optimizely, Cloudinary, and Amplitude—across regional teams in parallel. The risk profile was familiar for marketing tech rollouts: low adoption, fragmented processes across regions, and the typical pattern of platforms purchased but never fully embedded in daily work.

I owned change management across all four platforms. I ran vendor calls to align on platform best practices and confirm configuration choices. I trained internal stakeholders across affected teams. I also provided operational support pods for each platform to handle new processes and authored process documentation, so onboarding wasn’t tribal knowledge.

I achieved 100% buy-in across stakeholder teams. Each platform was genuinely adopted rather than just deployed, and the documentation plus support pods reduced onboarding friction for subsequent hires and team changes.

• 100% — New B2B Offering Validated and Approved

The company wanted to evaluate a new offering targeted at business buyers. To justify product investment, the team needed to validate real demand, define a defensible pricing model, and de-risk launch decisions before committing engineering and go-to-market spend.

I ran end-to-end product validation. I performed market research to size the opportunity and identify target segments. I led customer discovery conversations with prospective business buyers. I provided a pricing model definition tied to value perception and willingness to pay. Finally, I A/B-tested landing pages to validate demand signal and messaging.

The product cleared internal approval and was soft-launched. It later received increasing investment, transitioned into a dedicated business division, and became a primary B2B offering for the company, with revenue generation (20% business revenue).