Shatrunjay Tripathi

Context: Early-stage B2B company with a dormant, non-revenue-generating portal. Team of 1-2 engineers and vendors,
budget under AED 500K. Required a product leader to revitalise the platform and drive commercial growth from scratch.
▸ Was tasked with revitalising a completely dormant B2B travel portal generating less than 1 booking per day with no active
product roadmap — led end-to-end product strategy, defined the roadmap, prioritised features for hotels, transfers,
and tours, and drove agile phased rollouts across a cross-functional team of engineers, designers, and external
vendors — delivering a 460% increase in daily bookings and transforming the platform into the companys
primary revenue channel.
▸ Was required to scale the active travel agent base which had stagnated at 130 agents with no structured onboarding
framework — designed and implemented a product-led onboarding journey, engagement strategy, and support
workflow — growing the active agent base by 207% to 400+ agents within the programme tenure.
▸ Was responsible for migrating the platform to a vendor-based SaaS solution with zero tolerance for business disruption —
managed vendor selection, migration planning, technical coordination, and go-live execution — achieving 98.99%
client retention and less than 1% downtime throughout the migration.
▸ Was required to accelerate go-to-market timelines while managing a lean team and tight budget — introduced agile
phased rollout methodology, restructured sprint cycles, and optimised resource allocation — cutting go-to-market
timelines by 30% and reducing operational costs by 30%.
▸ Was tasked with reducing documentation and content production overhead on a small team — integrated ChatGPT,
Notion AI, Jasper, and Copy.ai into product documentation, market research, and go-to-market content workflows
— compressing content production cycles by approximately 50% without increasing headcount.

B2B Travel Technology
• Revitalised and deployed the BedsValue B2B travel marketplace portal being agile, transforming a dormant
platform into a high-performing revenue channel and achieving a 40% increase in daily bookings as a OKRs.
• Scaled the active travel agent base by 207% from 130 to over 400 agents through product-led onboarding,
engagement, and support strategies.
• Executed a vendor SaaS platform migration while maintaining 98.99% client retention and less than 1 %
downtime. Payment gateway integration accomplished with Network and Razorpay.
• Delivered agile phased module rollouts across hotels, transfers, and tours, accelerating go-to-market timelines
by 25% and reducing operational costs by 30%.
• Defined the product roadmap, established KPIs, OKRs and product performance dashboards, and used data
driven insights to drive continuous product iteration.
• Integrated Generative AI tools including Claude, ChatGPT into product documentation, market research, and
go-to-market workflows, reducing content production cycles by approximately 50%.

• Achieved targeted RBI compliances by directing three and more regulatory compliance projects covering RBI
and non-RBI audits.
• Achieving greater than 98% adherence to financial and operational standards in 3 months as per the initial
contract.
• Supervised ATM ecosystem audit across 3, 500 and more terminals in partnership with Accenture, reducing ATM
patching errors by 40% by adopting agile methodologies.
• Prepared daily executive-level dashboards and reports for the CTO covering project risks, milestones, and real
time operational updates.

• Consulted and mediated with product vendor for critical product patch set upgrade for Biocon that directly
supported FDA regulatory approval.
• Mentored three cross-functional teams and attained a 95% successful project delivery rate.
• Initiated and provided a Proof of Concept for Manulife, securing stakeholder buy-in and next-phase funding.

Context: End-to-end CRM transformation programme delivery for two of Indias largest banks. Programme value $1M-5M per
engagement, 1-2 year rollout cycles, 5+ internal and external delivery teams, 150M+ end users.
▸ Was required to deliver enterprise CRM platform rollouts for Axis Bank and Bank of India — programmes collectively
impacting 150 million+ users with no tolerance for delivery failure — owned full programme lifecycle including project
planning, requirements documentation, resource management, risk mitigation, and executive stakeholder
reporting across 5+ cross-functional teams — delivering both programmes within agreed timelines and budget,
with all regulatory and quality standards met.
▸ Was tasked with translating complex CRM process requirements from C-suite strategy down to technical delivery
specifications across two major banking institutions simultaneously — conducted structured discovery workshops with
stakeholders at every level, built requirement traceability matrices, and managed change control rigorously —
enabling seamless development execution with minimal rework and strong client satisfaction scores.
▸ Was responsible for managing external vendor and delivery partner performance across contracts valued at $1M-5M per
engagement — implemented commercial performance tracking, SLA governance frameworks, and vendor
escalation protocols — maintaining delivery accountability and commercial compliance throughout both
programme lifecycles.

• Oversaw end-to-end delivery of enterprise CRM rollout programmes for Axis Bank and Bank of India, collectively
serving over 150 million+ users.
• Owned the full project lifecycle including scope management, prototyping, project planning, requirements
documentation, resource management, risk mitigation, and executive reporting.
• Coordinated five and more internal and external teams, managing cross-functional dependencies and vendor
delivery accountability.
• C-suite to end users stakeholder engagements to translate CRM process requirements into actionable delivery
plans.
• ITIL / Service Management including L2 support with SLA along with User training post deployment.

Context: 8-year tenure building and scaling ACADMiN — a cloud-based EdTech ERP platform — from zero to a multi-client SaaS
product deployed across 50+ educational institutions. Full P&L ownership. Managed Product, Development, IT Infrastructure, and Client
Services.
▸ Was required to build a cloud-based EdTech ERP platform from concept with no existing product or technical foundation —
led end-to-end product strategy, conducted market research across 50+ institutions, defined the roadmap,
managed backlog and Scrum delivery, and oversaw multi-client cloud infrastructure on Azure, AWS, and IBM
Cloud — successfully launching ACADMiN and achieving deployment across 50+ institutions with a 60% adoption
rate.
▸ Was tasked with managing full business operations across Product, Development, IT Infrastructure, and Client Services
simultaneously — built cross-functional team structures, introduced budgeting and billing disciplines, managed
client onboarding programmes, and executed GTM strategies — earning promotion to Senior Business
Consultant and sustaining the platform through 8 years of continuous growth.

• Spearheaded and launched ACADMiN, a cloud-based EdTech ERP platform, from concept / product discovery
through market launch, backed by innovation and market research, managed portfolio of 50+ higher educational
institutions in span of 6 years.
• Partnered with sales, implementation, and support teams to ensure cross-functional alignment, conduct user
training sessions, and spearheaded client onboarding and feedback sessions.
• Implemented Waterfall milestones alongside Agile sprints to balance ERP delivery and custom web and mobile
app delivery predictability.
• Managed the product backlog, Scrum ceremonies as acting scrum master, MVP definition, and multi-client cloud
infrastructure across Microsoft Azure, AWS, and IBM Cloud.
• Owned budgeting, billing, cost optimisation, go-to-market strategy, client onboarding, and cross-departmental
operations across Product, Development, IT Infrastructure, Payment Gateway Integration and Client Services.
• Promoted to Senior Business Consultant for successful GTM of the product and managing multiple departments
concurrently.

• Developed and deployed financial management solutions using Oracle Hyperion Finance Management and
Hyperion Essbase.
• Gathered and documented business and technical requirements and designed information systems solutions
for Vodafone and K Bank.

• Advised clients basis on market analysis on investment strategies and executed trades across stocks, bonds,
mutual funds, and commodities.
• Prepared portfolio performance reports and analysed market conditions to support strategic asset allocation.