01 · Repeat business
Made the post-purchase journey one owned system.
The business needed repeat revenue to become a larger, healthier share of total revenue. The largest leakage happened before the first follow-up, while ownership was split across fulfilment, treatment support, doctors, WhatsApp, and calling teams.
01First purchase
02Medicine & test fulfilment
03Treatment support
04Follow-up intent
05Booking & attendance
06Repeat fulfilment
My ownership
Led a seven-person pod and aligned product, operations, doctors, fulfilment, and customer experience around one measurable repeat funnel.
What changed
Improved checkout and fulfilment, treatment communications, follow-up booking channel drop-offs, attendance, reschedules, no-shows, and the loop into repeat fulfilment.
How it was managed
Built a City Heads dashboard that translated funnel gaps into the incremental repeat consultations each doctor and city could unlock.
Business resultRepeat revenue contribution increased from 33% to 45%; realized LTV increased from ₹6,500 to ₹7,500 in the latest-quarter view versus the prior two-quarter baseline.
03 · Payout platform
Turned doctor compensation into a product.
The goal was to reduce doctor payout cost as a percentage of revenue without breaking incentives or creating an opaque finance process. I designed a declining, slab-based model and the system required to calculate and operate it.
1Revenue inputs
2Tiered rules
3Payout calculation
4Approval
5Statement & payslip
6Payment trigger
Economic resultDoctor payout cost fell from 21.7% to 16.7% of revenue while the product made calculation, approval, and payment operations more consistent.
05 · P&L & fundraising
Worked where product decisions meet the books.
Before leading Repeat Business, I shadowed the company P&L owner and supported the pre-Series A process led by Rainmatter. This built fluency in how operating metrics become financial reporting and investor diligence.
Investor-grade analysis
Prepared one-year cohorts, LTV, indirect P&L, and supporting data after the term sheet in close partnership with the Chief of Staff.
Books-aligned reporting
Worked directly with CAs and consultants on the financial numbers used for annual reporting and investor communication.
Gross-margin improvement
Improved margin by about 27% across three high-velocity SKUs through stockout control, vendor changes, and better pricing.
Why this transfers to fintech
Different domain. Familiar product problems.
I am targeting B2C product roles in lending, payments, trading, and wealth where analytics, trust, and operating economics matter.
Evidence I haveFintech applicationShared product skill
Repeat treatment journeyRepayment, renewal, and lifecycle journeys
Both require timely nudges, clear customer state, exception handling, and trust.
Doctor payout platformSettlements, commissions, and partner payouts
Tiered rules, approvals, statements, reconciliation, and payment initiation share the same core system needs.
P&L and cohort ownershipUnit economics and credit portfolio thinking
Cohorts, LTV, margin, cost-to-revenue, and investor-grade reporting anchor product trade-offs in economics.
AI-assisted conversation auditsServicing, collections, and support quality
High-volume conversations need traceable review, human judgment, prioritization, and measured iteration.
Independent markets experience
Two years of real capital, not only classroom interest.
During college, I managed a ₹10L pledged-capital trading account to approximately ₹16L over two years. I independently studied equities, derivatives, bonds, REITs, market structure, and risk. This is presented as personal markets experience—not employment, a managed fund, or investment advice.
All company metrics are presented at an aggregate level. No patient, doctor, or confidential company data is included.