Gaurav Singh Complex systems, simple products

I own Flash, uEngage’s delivery platform. That covers own-fleet management, 3PL integrations, the rider app, the support tooling, and the interfaces merchants and customers actually touch.

Four audiences with conflicting incentives sit on one system: the person waiting for dinner, the merchant making it, the rider carrying it, and the ops team who hears about it first when any of the three breaks. There is no staging environment for a hungry customer. A mis-assigned rider is somebody’s birthday cake at the wrong address. A regression at 8pm is a dinner that never turns up.

So most of the job is deciding which failures the system should absorb quietly and which it has to surface loudly. That thinking drove automated escalation handling, proactive updates to the customer, and live tracking while an order is in flight. The own-fleet strategy came out of the same question. I defined the North Star metric, the staffing model and the phased rollout for it.

What changed while I owned it. Rider assignment used to sit in the low seventies and slipped under that on bad days. It holds in the mid-nineties now. I introduced on-time delivery rate as the number the team watches, because nothing we already tracked told us whether the promise we made the customer actually held; it has gone from under half of orders to a little over three quarters. Third-party logistics integrations went from four to sixteen. Daily escalations came down by roughly 60% while throughput more than tripled, and that is the one I care about most, because the easy way to cut escalations is to have fewer orders.

• Own-fleet management
• 3PL integrations
• Rider app
• Merchant tools
• Customer experience
• Support systems
• POS & API integrations
• Unit economics

Read the Flash case study →

After Codeshod I wanted to learn the craft inside a company that already had a product organisation, rather than keep teaching myself on my own runway. I joined as a Product Associate and converted to Junior Product Manager on a pre-placement offer.

Product execution for a 3D commerce platform, integrated across nine e-commerce surfaces including Shopify and Amazon. Planned and delivered an enterprise deployment for Bharat Electronics Limited from the ground up, used for showing product to international delegations.

The work was immersive commerce: 3D product experiences, with AR, VR and MR alongside them. I managed a product catalogue and learned digital asset management properly, which is the least glamorous thing I picked up there and the one I still use every week. Clients were spread across the world, and that was my first real exposure to how differently the same product gets read from one market to the next. This is where the business side of the job started to make sense to me. Economics stopped being something the finance team owned.

• 3D commerce
• Immersive experiences
• AR, VR & MR
• Marketplace integrations
• Catalogue management
• Digital asset management
• Global clients
• Enterprise delivery

Read the Ikarus case study →

Built and launched a skill-based matchmaking platform from nothing to 3,500+ users, onboarded 37 clients, and grew retention 40% through cohort-based execution. It won a MeitY innovation grant. I ran all of it alongside my Computer Science degree.

The community was the part that worked. We ran cohorts and events across several universities, and sent our own teams to flagship industry events where students got exposure a classroom does not give them. What did not work was the model underneath it. I was trying to build something that would keep running without constant manpower, and I did not get there, so every bit of growth cost us more people and more cash. We shut operations down. I came out of it thinking about unit economics first, which is not how I went in.

• 0–1
• Marketplace
• MeitY grant
• Founder

Read what went wrong at Codeshod →