Product Lead
Context
Knya is a D2C medical-apparel company. I was promoted from Founder’s Office within two months to own cross-platform product strategy and P&L for its largest revenue channel.
The Problem
Growth was constrained by fragmented inventory architecture, availability gaps, manual retail coordination, and underdeveloped personalisation and conversion journeys across the storefront.
My Approach
I combined funnel analysis, A/B experimentation, pricing, merchandising, and operational redesign. I prioritised initiatives by recurring revenue impact, customer friction, and the amount of manual coordination they could eliminate.
Execution
I introduced bundling, discount restructuring, BNPL, live previews, value-based pricing, redesigned SKU architecture, and automated stock replenishment across more than 20 retail locations.
Outcome
Average order value increased about 13%, personalisation generated ₹5L+ recurring monthly revenue, improved availability recovered roughly 5% lost revenue, and stock-related incidents fell 90% while eliminating 40 hours of weekly coordination.
What I'd do differently
Growth is often an architecture and operations problem disguised as a storefront problem. Sustainable improvements came from fixing product structure and workflows alongside visible UX and pricing changes.