Bhavin Gandhi

• 20% — Reduction in Feature Delivery
• 26% — Faster Deal Close Cycle
• 30% — Reduction in Time Spent on Documentation

DISQO wanted to become AI-first to accelerate innovation and operate more efficiently, but efforts were fragmented. Tools, licenses, and training existed, yet teams lacked clarity on where to start, how to apply AI meaningfully, and how to measure real business value from adoption.

• Partnered with the Executive Leadership Team (XLT) to define what AI success meant for DISQO and translated it into clear, achievable quarterly goals.
• Established structured enablement through prompt engineering training, AI office hours, and a company-wide hackathon to surface high-value use cases.
• Built governance frameworks with senior leaders to track adoption, usage, and measurable impact, ensuring AI became embedded in daily workflows rather than a one-time initiative.

AI became part of DISQO’s operating model. Teams delivered 20% faster, sales cycles shortened by 26%, and internal efficiency improved by 25%. Hackathons and office hours became part of DISQO’s DNA, shifting the culture towards AI innovation.

• $200 Million — 3-year Revenue Growth
• 25% — Improvement in Engineering Productivity

Amazon Marketing Cloud (AMC) lacked a structured process to prioritize and execute strategic initiatives, resulting in misaligned efforts, inconsistent progress tracking, and suboptimal engineering efficiency. This limited the business unit’s ability to scale revenue-generating initiatives and hold leaders accountable for outcomes.

Designed, developed and, launched a comprehensive Roadmap Planning and Execution framework, including end-to-end processes such as Monthly Business Reviews (MBRs), Product Reviews (MPRs), and Engineering Operational Reviews. These processes provided leadership with real-time visibility into progress, aligned cross-functional teams around strategic priorities, optimized engineering efficiency, and established a disciplined cadence for planning, execution, and measurement.

The Roadmap Planning and Execution framework enabled Amazon to accelerate product delivery. By focusing on high-value revenue-driving opportunities, it unlocked $200 million in incremental revenue and boosted engineering productivity by 25%.

Led a team of 150+ engineers, SDETs, QA testers, SREs, and external vendors across 20+ cross-functional teams to launch iOS, Android, and Web applications in the UK. Worked with product directors and C-level executives to gain alignment on the program’s objectives and developed an additional revenue stream of $5,000,000 per year.

• 20% — Increase in Engineering Productivity
• 40% — Resolution of Cross-functional Dependencies
• 25% — Reduction in Time to Market

Building Intelligence was scaling rapidly, with more than 10 teams operating across engineering, product, design, and delivery functions, but lacked a unified execution model. Teams worked in silos with inconsistent workflows, limited visibility into progress, and no structured way to manage cross-team dependencies. As a result, they were unable to deliver on their strategic objectives.

• Designed and implemented a company-wide execution framework from the ground up to serve as the operating system for delivery. The framework standardized planning, execution, and governance across all teams while maintaining flexibility at the team level.
• Introduced clear workflows, dependency management mechanisms, and execution cadences that connected strategy to delivery.
• Coached teams and leaders to adopt the new model, embedding execution discipline into the organization’s culture.

The operational framework helped Building Intelligence boost engineering productivity by 20%, cut time to resolve dependencies by 40%, and accelerate time to market by 25% through disciplined execution and operational excellence.

I facilitated a comprehensive transition to Agile methodologies, addressing internal challenges with client management and project cost management. This strategic shift resulted in a notable 20% enhancement in delivery predictability over six months, streamlining project timelines and resource allocation. By fostering cross-functional collaboration and coaching teams to work more efficiently, we achieved a significant 16% increase in overall project velocity, enhancing the company’s overall productivity and output. Furthermore, the implementation of Agile processes led to a commendable 32% increase in customer satisfaction, as indicated by surveys, attributable to improved transparency and enhanced visibility into project progress and deliverables.

I spearheaded a large-scale program aimed at transitioning our platform from a PHP monolith application to a microservice-based architecture. Leading a diverse team of over 150 software developers, product leaders, design leads, QA testers, SREs, data scientists, and external vendors spread across 20+ cross-functional teams, we successfully migrated our 700,000+ monthly active users (MAUs) without any impact on revenue. This transformation facilitated the rapid launch of new experiments, significantly reducing the time from inception to implementation. Additionally, the new infrastructure played a crucial role in enhancing email engagement and overall productivity, leading to a substantial increase in revenue per member. Our focus on efficiency and data-driven decision-making resulted in a remarkable 12% improvement in the overall productivity of our members within just a year of the migration.

I played a pivotal role in assisting the founder of a healthcare tech company focused on simplifying the patient experience at primary care physicians. Throughout this venture, I provided extensive support to the founder, aiding in scoping the project, estimating costs for prototype and MVP development, facilitating connections with the development team, and overseeing the development of the MVP. Additionally, I took charge of building a software development team from scratch, leading the creation of prototypes and MVPs, and compiling necessary materials to support fundraising efforts. My involvement culminated in successfully securing $2 million in Series A funding for the healthcare application, as I collaborated with the founders in crafting a compelling pitch deck and effectively presenting the concept to venture capitalists (VCs).

Successfully spearheaded the establishment and growth of a dedicated engineering team consisting of over 30 highly skilled software developers. Additionally, I took the initiative to establish robust product development and project management practices within the company. By standardizing our Agile processes, we achieved greater predictability in project delivery, ensuring successful outcomes for our clients. Through these efforts, we were able to drive a substantial revenue stream of ₹560,000,000.

• 35% — Improvements in Project Delivery
• 50+ — Teams Adopted Agile Frameworks Successfully
• $20 Million — in Budget Allocation Optimized

GE Healthcare’s Command Center had multiple business verticals, including R&D, software, hardware, data analytics, and implementation. Each vertical followed different project management practices. This lack of alignment created operational inefficiencies, hindered budget optimization, and limited the ability to scale innovation across teams.

I assessed existing PMO practices, identified operational gaps, and collaborated with the Senior Leadership Team and project teams to elevate PMO maturity. By implementing SAFe for software and hardware development, coaching leaders on Agile practices, introducing a standardized project intake framework, and aligning resources to high-impact initiatives, we streamlined processes, improved cross-functional collaboration, and optimized resource allocation.

PMO’s transformation increased project delivery predictability by 35%, accelerated Agile adoption, and enabled the Command Center to drive innovation, execute at scale, and deliver higher-value outcomes for hospitals.

• 10,000+ — Active Ceators Enabled Through UGC Tools
• 200,000+ — Virtual World Creations Supported
• 30+ — Features A/B Tested Within Six Months

During COVID-19, Facebook needed to rapidly scale its VR platform but lacked leadership with a background in gaming and the creator ecosystem. Creator tools were underdeveloped, engagement was inconsistent, and teams lacked a clear prioritization model to connect features to creator value and long-term platform growth.

• Established a feature prioritization framework grounded in creator ROI and ecosystem impact.
• Partnered directly with the gaming community to capture real-world feedback and aligned vendors to accelerate delivery.
• Led cross-functional PI planning with Engineering, Product, Design, Hardware, and Marketing, introduced A/B testing and feedback loops, and tied experimentation to measurable outcomes.

In parallel, I built and scaled a high-performing TPM team, strengthening program governance and execution velocity.

Scaled Horizon VR’s creator platform rapidly with a strong experimentation culture. A/B tested 30+ features in six months, enabled over 10,000 creators, and supported 200,000+ virtual world creations, fueling sustainable ecosystem growth.

Led a team of 40+ developers, QA engineers, project managers, engineering managers, and support engineers to develop and launch two progressive games in the US market. Managed all technical aspects of the product delivery, from establishing a strategic vision to leading 15+ cross-functional workstreams to launch the product.

Led more than 50 developers, graphic designers, software testers, project managers, and hardware engineers to launch three top-performing gaming products in the market. Owned and drove end-to-end delivery of these large-scale, cross-regional, and cross-functional initiatives to deliver high-quality gaming products.

I orchestrated the merger and acquisition of Double Down (an online gambling company) into the IGT portfolio, collaborating with over 50 cross-functional leaders to devise a comprehensive transition plan, assess the technological landscape, and seamlessly integrate their operational processes. This program led to the successful launch of 40+ popular land-based gaming titles on the social casino platform, significantly expanding the user base to 5.2 monthly active users (MAUs) and driving a remarkable 12% increase in user engagement. The heightened popularity of these new games on the social platform translated into a substantial 13% surge in the company’s overall revenue. Within just one year of introducing these game titles to the online platform, the Double Down app achieved the remarkable feat of becoming the top-paid downloaded app on iPad, solidifying its position as a leader in the online gaming space.

Led and managed a team of 20+ engineers, business analysts, project managers, and QA testers to deliver a production line tool that completely transformed how 250+ production associates work every day.

Spearheaded the integration of two complex casino floor management systems: sbX and Advantage, which revolutionized the casino floor management experience. This project enabled dynamic game content updates and remote diagnostics for 300,000+ slot machines, ensuring uninterrupted service. Through meticulous planning and collaboration with 15+ cross-functional teams, the project achieved a notable 20% increase in system reliability. The comprehensive transition to the upgraded system further yielded a 22% improvement in process efficiency, resulting in significant annual savings of $2,500,000. Moreover, the project’s success was underscored by a 40% reduction in average resolution time for technical issues, solidifying the company’s reputation for reliable service and operational excellence.

• 92% — Member Retention Rate
• 40% — Faster Member Onboarding
• 30% — Reduction in Support Costs

BharatPe was experiencing rapid growth across small and medium-sized merchants, but its operational model was not scaling. Merchant onboarding was highly manual, support teams were overwhelmed with repetitive inquiries, enrollment errors were increasing, and customer satisfaction scores were declining. This was putting customer retention and future growth at risk.

I designed and launched a comprehensive Member Experience Transformation Program focused on scalability, customer retention, and operational efficiency. I started by mapping the entire customer lifecycle from onboarding through renewal. I then identified operational bottlenecks and established a RACI-based operating model, standardized workflows, and established an operating cadence by working with 10+ workstreams to improve operational efficiency. I also established KPI dashboards to connect our efforts to business outcomes.

We created a scalable operating engine that significantly improved both customer experience and operational efficiency. Member onboarding time decreased by 40%, support costs dropped by 30%, and the company achieved a 92% member retention rate.

• 25% — Reduction in Seller Support Call Volume
• 20% — Improvement in Seller Supply Chain Efficiency

As Flipkart scaled, many sellers faced challenges in managing their inventory, orders, and fulfillment through disconnected systems and manual processes. This was leading to inventory inaccuracies, delayed order processing, and an increase in support requests. This was creating friction for sellers and negatively impacting customer experience.

I led the execution of Flipkart’s Seller ERP Integration & Automation Program, which aimed to create a seamless connection between sellers’ ERP systems and Flipkart’s marketplace platform. I started by defining the implementation roadmap, understanding sellers’ needs, and developing integrations for order management, inventory sync, shipment tracking, and return processing in partnership with internal and external stakeholders. I also created implementation playbooks, technical documentation, training materials, and self-service onboarding tools to accelerate adoption.

This integration improved operational efficiency for both Flipkart and its sellers. Seller’s operational efficiency improved by 20%, while support call volumes decreased by 25% due to streamlined workflows and self-service capabilities.

• 95% — On-time Delivery Rate
• 35% — Improvement in Engineering Productivity

VistaCoders was experiencing rapid growth, but project delivery was becoming increasingly difficult to manage. Multiple development teams were working on different client engagements with inconsistent delivery processes, limited project visibility, and competing priorities. Multiple projects were delayed, and leadership lacked the data to make informed delivery decisions.

I designed, developed, and implemented a structured operating model to improve execution, increase delivery predictability, and support the company’s expansion strategy by establishing a standardized delivery framework, designing Agile processes, creating resource planning processes, and setting up executive reporting. I also established operational cadence to improve prioritization, roadmap planning, and cross-team collaboration through QBRs, L-10s, and Ops Reviews.

The operating model transformed their ability to deliver projects at scale. They successfully delivered more than 50 client projects with a 95% on-time delivery rate, and improved engineering productivity by 35%.

• 100+ Million — ARR in New Revenue Stream
• 60% — Reduction in Customer Service Inquiries Requiring Human Support

While working at Amazon, I identified an opportunity. I discovered that many 3rd-Party sellers maintained customer support teams of 10 to 1000 agents dedicated to answering customer questions about products, product features, specifications, etc., which could have been handled by an AI agent using information from existing product docs.

I identified the opportunity through direct customer engagement and partnered with the Product, Data, and Analytics teams to validate market demand. I then developed a detailed business case and presented it to the Senior Leadership Team (SLT) to secure funding. After obtaining approval, I assembled a cross-functional team, defined product requirements, and led the development of an MVP. Following its successful validation, I collaborated with the Go-to-Market (GTM) team to launch the functionality as a new product offering.

The MVP validated market demand, earning a 4.6/5.0 CSAT score and achieving 92% retention rate. Thus, this product grew rapidly into a significant revenue stream for Amazon, generating $100 million in ARR today.