Hi, I am Bhavani. Four years at the intersection of ops, product, and leadership at fintechs across India and globally. Two CEO offices. Products used by millions. Hands-on experience designing and shipping AI-powered systems, from product strategy to live deployment.
When the IIFL app had a 1-star rating, I did not start with a roadmap. I took the onboarding journey myself, found failing APIs, then went to rural branches to sit with actual customers. The real problem was trust, not features. If they did not trust the system, nothing else mattered.
I was handed a WhatsApp bot project. I noticed the customer journey was broken across three touchpoints. I took ownership of all three. The mandate expands when you show you can see the whole picture and are willing to be accountable for it.
Weekly reports, escalation checks, reconciliation runs. If a smart person is doing this manually every cycle, that is a system design failure. I would rather spend two weeks building the system than two years doing the work it was meant to replace.
IIFL Finance had a mobile app with under 10,000 active users out of a 4.6 million customer base. The reviews were brutal. Customers, largely rural, mobile-first, and deeply skeptical of digital payments, were dropping off at every step. The company knew something was broken. Nobody had gone deep enough to understand why.
I took the onboarding journey myself and found several APIs failing silently. Then I went to branches in rural locations and sat with customers. What I found: the app felt foreign and unsafe to people who had never trusted a digital payment system. If they did not trust the system, nothing else mattered. WhatsApp was not a feature request. It was the one channel they already trusted.
The company processes billions in daily trading volume across 4 fragmented platforms, 2M+ clients, and 26 countries. The ops team runs almost entirely on manual processes. Every case takes 25 to 45 minutes. Audit prep takes 3 to 5 days. No unified view, no SLA tracking, no audit trail. This was given as an interview case study. I went further than a deck.
Most candidates submit a deck. I submitted a full product strategy with RICE prioritisation, phased roadmap, contingency plans for every failure scenario, and a live deployed prototype covering every element of the problem statement. The prototype is live right now.
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Before touching any process or system, I would spend the first two weeks understanding where the actual friction is. Talking to the ops team, sitting with CS, looking at transaction failure patterns, finding the problems that do not show up in dashboards.
Every ops team has workflows done manually because nobody has had time to fix them. I would identify the top three and come back with a concrete build plan for each. Not a deck, an actual spec.
I work best when I am accountable for an outcome, not just a workstream. By week 12, I would want to have shipped at least one system that reduces manual work, improves escalation speed, or surfaces something the team was not seeing before.
The best StratOps work happens close to leadership, where the ambiguous high-stakes problems live. That is where I have done my best work at IIFL and CtrlS. That is where I want to operate.
Worked inside one of the world's fastest-growing fintechs, operating across 35+ markets. Learned what high-velocity ops looks like at global fintech scale. Moved on when the fit was not right.
The go-to person for everything the CEO needed, from investor diligence to GTM strategy to financial models and new business verticals. Worked directly out of the CEO office on high-stakes decisions. Promoted to Manager in 9 months.
Sole Champion Performer across my entire MT cohort. Owned the end-to-end rebuild of IIFL's customer-facing digital platform, three products, 18-person team, reporting to CEO. Promoted to Manager in 10 months.
MBA from India's top-ranked business school. B.Tech from IIT Patna. CFA Level 1 and FRM Part 1 certified.
Open to StratOps, Product, and Ops roles at high-growth fintechs in SEA and beyond.