Mayank Mittal

Raha is an AI marketplace to disrupt the beauty and wellness industry within GCC. Raha leverages personalized immediacy services for customers and provides actionable insights for service providers. Incepted, developed, and launched the product through different GTM strategies.

Developed a comprehensive set of six proprietary solutions to automate and optimize energy utilization within smart buildings (corporates and educational institutes). The state-of-the-art software platform could control almost all IP-based devices and integrate with building management software to produce smart solutions.

This service was provided through SaaS-based managed services and on-premise solutions, resulting in multi-million dollars in revenue, including ARR.

Additionally, enabled a B2B go-to-market strategy to sell the products across four different geographic regions.

The largest airline in UAE is a complex matrix organization that has multiple business units with their own PnL. The vision of the CTO was to enable a structure where everyone is able to innovate, at scale.

Hence, I helped in the formulation and execution of a strategy where we scouted for innovation ideas through design thinking and ideation workshops and executed those ideas through a robust ecosystem comprising of startups, incubators, universities, and other corporates.

Funding and governance were streamlined through a board that was cyclic in nature and comprised of C-level executives from different business units.

Kraft Heinz was looking to unlock digital offerings aligned with their organization's strategic goal. I was involved in setting up the right structures to determine the right products to help them achieve this goal. I leveraged Agile and jobs to be done methodology to build teams, discover products, validate solutions and scale them. The team created five digital products aligned with the organization's overall vision. The products included an in synch product vision, roadmaps, Agile tech development, and go-to-market strategies.

I transformed the remote monitoring team within GE Transportation into a revenue-generating product organization. This involved retiring legacy software and creating value-led digital products through Agile best practices. I grew the team size from two people to 50+ members across three locations. Also, this was the first Agile implementation across GE transportation and hence involved a heavy focus on aligning stakeholders, providing training, and ensuring value-led Agile-based product delivery. My efforts led to doubling the revenue of the company.

In order to achieve the tourism goal by 2030, I conceptualized and strategized an app to attract tourists by disrupting the consumer journey by leveraging various aspects of technology, including Gen AI, VR, Payments, and much more.