Rajagopal Natarajan

My first step was to set up the product management function and processes and build a team of four product managers and two product designers. I then built, launched, and drove adoption for a suite of products that enabled customers to visualize the proposed designs and make an informed decision. We then proceeded to help designers be more productive (4-6x faster turnaround times, 6-7x more projects). I also made the design-to-manufacturing-to-fulfillment process error-proof and trackable end-to-end which enabled the management to monitor, analyze, and act on large volumes of leads/projects. I also ensured that the project adhered to internal processes, SLAs, and so on to ensure a good customer and designer experience

For this project, I first helped transition from a payroll heavy full-stack studio model to an asset-light model for assisted sales to make sales scalable. I then performed market research to understand the value props that would entice freelance designers and boutique studios. This led me to launch with one cohort of 14 design partners to validate the value props, the onboarding SOPs, and commercial models. We then iterated and got the model right. Finally, I scaled up to a team of nine general managers each managing eight cohorts to validate and refine the blueprint (sourcing, recruiting, onboarding, activating, and ongoing management) at scale.
• Once the cohorts started delivering consistently month-over-month, transitioned the cohorts to the central sales function

Curefit is a conglomerate that runs India’s largest fitness ecosystem. I crafted an engagement strategy to build the top of the funnel, a part of which was wearable devices. I also built an app, IoT platform, and a fitness band to craft personalized fitness journeys driven by calls to actions based on each person’s fitness level and habits.

Ola was the largest cab aggregator in India (valued then at $5 billion), clocking over a million rides per day across 200 cities, and 3.5x bigger than Uber in India. I moved the company from negative gross margins of over 125% to a negative gross margin of 10% within six months, without impacting the growth, through the various data-driven product (65% improvement) and operational (50% improvement) initiatives. Working directly with the CEO, I delivered these results with a lean team of two product managers, six product analysts, two data scientists, two engineers, and one operation manager.