Dunzo

Worked in the leadership team in the capacity of a Chief of Staff at Dunzo, where I scaled the B2B org by Leading the Founders’ Office Team and Cross-Functionally Driving Business Objectives across various verticals of the Business (Sales, Supply, Analytics, Product, Tech, Finance and HR)

o Business Hygiene: Set up the OKR framework for the various verticals of the Business, and Drove business objectives by setting up, tracking, and owning cadences of Daily reviews, WBRs, MBRs, QBRs, Weekly/Monthly/Quarterly Goal Setting, Weekly Priorities and other cross-functional cadences across different Business verticals

o Profitability: Increased the gross margin by 20x by increasing the Revenue/Task of users by ~10% with the help of rate card revisions using behavior and user sentiment analysis and decreasing the Cost/Task by ~30% by optimizing rider payouts across slabs

o Surge: Built the merchant surge charter of the business which contributes to ~50% of the Rev/Task increase by introducing staggered surge slabs across cities based on supply utilization

o SME: Led central initiatives/projects such as Subscriptions, Referrals, and Delayed Deliveries from scratch - while the order volume remained fairly consistent, the cumulative efforts resulted in increasing the merchant count by ~17% and unit economics by ~26% in a year

o Enterprise: Led the Enterprise business where we onboarded 3 new merchants in 3 months reducing the go-live TAT by ~30 days by enabling blockers, increasing the unit economics by ~20% by pricing negotiations and altering order allocation logic, reducing receivables days by ~20% with the help of establishing tighter processes