Navneet Jha

2017: Joined Juspay before India's fintech boom 2020: Tried everything PM at Razorpay 2023: Now, Building for scale at Paytm Navigating the world of product management has been a journey filled with learning and growth. From honing my tech, system thinking & abstraction skills at Juspay. To laying the foundation for product thinking, execution & GTM at Razorpay. To leading a high-performance team at Paytm. Each step has been an integral part of my career progression. While my path has seen its share of challenges, I have received the necessary support at each stage of my career and have not shied away from asking for help whenever required. On similar lines, when I wanted to upskill myself, I joined GrowthX®, and the learning has been invaluable. Putting effort is in your hands, so focus only on that with discipline. Key lessons? As Dhoni said, "Focus on the controllable." Huge thanks to the GrowthX community for their relentless support and knowledge sharing. It truly embodies the spirit of community-driven learning without expectations of monetary return. PS: the deadline to apply for the 4 Week Growth Program is Nov 30th. Join me at GrowthX with my link in the comments. 🌱

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Yikes. I had no idea. Many Indians pre booked Tesla by paying 1000$ in 2016 (which is a pretty decent sum in India ) . With no tesla in sight for 8 years , they are now struggling to get refunds Ps: if they had put 1000$ in Nifty , they would likely have 3000$. Had to add this comparison because people keep talking about investing in company stock rather than enjoying the product, this is one such rare case where this is correct 😬 https://lnkd.in/gqYtQEuJ

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The Decision That Doomed a Dream 📽️ 🎬 What if your most hyped product idea became the reason your company collapsed? This is the untold story of a decision that sent a $2 billion startup spiraling. Priya: “Remember Quibi? The short-form streaming platform that raised $2 billion only to crash and burn in six months?” Amit: “How could I forget? But wasn’t their whole idea—quick bites of content on mobile—a good one? People are obsessed with short videos now.” Priya: “Exactly! The concept was solid, but the product decisions? Not so much. One of their biggest missteps was locking all their content behind a paywall with no free tier.” Amit: “Wait, they didn’t offer even a single free episode? Not even ads-supported content?” Priya: “Nope. They banked on the idea that people would pay $5–$8 a month upfront for content they’d never seen before from a brand they didn’t know. Add to that the fact they launched during the pandemic, when people were glued to their TVs—not mobile phones.” Amit: “Oof. That sounds like a classic case of not reading the room.” Priya: “It gets worse. Their product didn’t allow screenshots or sharing clips on social media. Imagine trying to launch a video platform in 2020 without virality built in.” Amit: “So, they made themselves invisible on the platforms where their audience hangs out. That’s a killer mistake. Did they try to fix it?” Priya: “Too little, too late. By the time they introduced features like TV support and extended free trials, their subscriber numbers had tanked. They shut down just six months after launch.” Amit: “Man, all that money and talent—and it was decisions, not the idea, that sank them. Makes you wonder how many product decisions are make-or-break moments in disguise.” Sometimes, the right product decisions aren’t about flashy features but about understanding your audience’s needs. #QuibiStory #ProductManagement #LessonsFromFailure #StartupJourney #InnovationGoneWrong #PMJourney Photo Credits: https://lnkd.in/gtg33zHu

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What metrics would you track for WhatsApp, Zomato , Meesho or Flipkart ? . . If you have given product interviews, you are highly likely to have come across this question. This is indeed a very important area for a product manager to identify what metrics to track for a product or a feature. “If you can’t measure it, you can’t improve it.” This is not just a line, but an integral part of a PM’s day-to-day work and that’s why this question is asked in most of the product interviews. Let’s see how we approach these questions. Before answering, ask these 4 questions to get more clarity: [𝟭] 𝗪𝗵𝗼 𝗶𝘀 𝘁𝗵𝗲 𝗮𝘂𝗱𝗶𝗲𝗻𝗰𝗲/𝗰𝗼𝗻𝘀𝘂𝗺𝗲𝗿 𝗼𝗳 𝘁𝗵𝗲𝘀𝗲 𝗺𝗲𝘁𝗿𝗶𝗰𝘀? This is really important to understand who will consume these metrics because the depth and technicality of metrics will change accordingly. If you were to tell your salary to your grandma vs to your Chartered Account for tax filing - would you tell the same way? No, right? For the same reason, the depth and technicalities will change. The CEO might want to look at high-level numbers (40,000 ft); the Product Head may look at 10,000 ft; whereas the PM will look at 1,000 ft. Be mindful of the consumer. [𝟮] 𝗪𝗵𝗮𝘁 𝗶𝘀 𝘁𝗵𝗲 𝗼𝗯𝗷𝗲𝗰𝘁𝗶𝘃𝗲 𝗼𝗳 𝘁𝗿𝗮𝗰𝗸𝗶𝗻𝗴 𝘁𝗵𝗲𝘀𝗲 𝗺𝗲𝘁𝗿𝗶𝗰𝘀? → If the objective is just to track day-to-day performance, then you will approach in good depth. → If the objective is competitive intelligence, then you will identify those metrics for which you will have competitor’s data. You will not always have all the data for competitors, be mindful to do apples-to-apples comparison. → If the objective is Root Cause Analysis, then approach it in a very targeted manner and you identify only those metrics that may help you solve the problem. [𝟯] 𝗪𝗵𝗮𝘁 𝗽𝗹𝗮𝘁𝗳𝗼𝗿𝗺 𝗮𝗿𝗲 𝘄𝗲 𝘁𝗮𝗹𝗸𝗶𝗻𝗴 𝗮𝗯𝗼𝘂𝘁? The metrics may change significantly for Web (Desktop/mWeb) vs Android vs iOS. Metrics such as app installs, uninstall rate, app store rating, etc. will be relevant only for app-based products. Metrics such as SEO traffic, bounce rate, etc. may be relevant only for web-based products. [𝟰] 𝗪𝗵𝗼 𝗮𝗿𝗲 𝘁𝗵𝗲 𝘂𝘀𝗲𝗿𝘀 𝗼𝗳 𝘁𝗵𝗲 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝘄𝗲 𝗮𝗿𝗲 𝘁𝗮𝗹𝗸𝗶𝗻𝗴 𝗮𝗯𝗼𝘂𝘁? There can be 2 or more user types of the product. Uber has drivers and riders. Airbnb has hosts and guests. YouTube has creators and consumers. Likewise, you need to identify the user for whom you are capturing metrics. 𝗡𝗼𝘄, 𝗵𝗼𝘄 𝘄𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗴𝗼 𝗮𝗯𝗼𝘂𝘁 𝗶𝗱𝗲𝗻𝘁𝗶𝗳𝘆𝗶𝗻𝗴 𝗺𝗲𝘁𝗿𝗶𝗰𝘀 𝗳𝗼𝗿 Amazon? #ProductManagers #Amazon #Uber #Metrics #Airbnb #Flipkart

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1. A crore is still a crore regardless of how big the company is. You’re still answerable to shareholders. 2. Even if they had a crore to spare, this would only encourage others to do the same and make a quick buck. 3. Domain squatting, while is a grey area in India, is illegal in many countries and is unethical regardless. 4. Buying a domain (and possibly many others as a backup) is not an entrepreneurial skill. It costs barely ₹300-400 to buy a domain these days.

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🚀 Product Innovation That Speaks Your Language! 🌐 Recently, while exploring the Google Pay app, I was pleasantly surprised by their option to choose Hinglish as a language. For those unfamiliar, Hinglish isn't an official or recognized language—it’s a mix of Hindi and English, commonly spoken in North India. This is a brilliant example of user-centric product strategy. By introducing Hinglish, Google Pay acknowledges a reality that most of us experience daily: language is dynamic, and effective communication often happens in a hybrid form that resonates deeply with users. Here’s why this move impressed me: 1️⃣ Localization Beyond Norms: Instead of sticking to traditional Hindi or English, Google Pay tapped into the cultural fabric of its users. Hinglish isn’t a language you learn; it’s how you speak naturally—blurring the boundaries between two worlds. 2️⃣ Empathy for the User: Offering Hinglish reflects a profound understanding of the Indian market, where many users are comfortable switching between Hindi and English in a single sentence. It’s like they’re saying, “We get you!” 3️⃣ Broadening Accessibility: For users who may not feel fully confident navigating apps in English but find pure Hindi too formal, Hinglish offers a seamless middle ground—ensuring inclusivity without compromise. 4️⃣ Market Differentiation: By embracing Hinglish, Google Pay sets itself apart from competitors. It’s no longer just an app; it’s a product that mirrors the personality and preferences of its audience. This strategic move isn't just about adding a feature—it’s about fostering deeper connections with users by meeting them where they are. And this is exactly the kind of thinking that makes a product stick! What can we, as product managers and leaders, learn from this? 👉 Know your audience at a granular level. 👉 Challenge conventional definitions of language, culture, and identity. 👉 Create experiences that feel personal, even in a diverse market. Kudos to the Google Pay team for showing how thoughtful localization can be a game-changer! 💡 Have you encountered any other examples of such innovative localization strategies? Would love to hear your thoughts. 😊 #ProductStrategy #Localization #Innovation #Hinglish #UXDesign #CustomerCentricity #GooglePay #ProductManagement #ProductManager #designthinking #ProductDesign #Vernacular

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Some Indian consumer apps show blatant unethical #productmanagement . Case in point - Payment page of Zee5 - user is unlikely to do mental math & calculate how much is being taken out of his pocket. So the PM hardcodes 'Frequency' to 'As Presented' - because if the number is shown, the user will likely catch product fraud. Low effort and fishy :( The Start and End date is auto-populated to one year even if user opted for a 6 month plan. And user is NOT given option to edit date range. Again, low effort and cagy :( Finally, user is forced to opt-in for Autopay. No other CTA available :( I wonder if such desperation to squeeze and trap every penny out of each customer comes to compensate for a lack of quality product/content?

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🚀 Swiggy's IPO DRHP is a gold mine of data 📊 Average Order Value (AOV): Swiggy Food Delivery: ₹428 Instamart: ₹460 Dineout: ₹3,129 📈 User Growth & Engagement: 112.73 million users have transacted on Swiggy's platform as of June 30, 2024. Monthly Transacting Users (MTUs) for Food Delivery and Quick Commerce continue to rise, hitting 15.99 million in Q1 FY25 Swiggy One membership (5.7 million members) shows an impressive 7.4x order frequency, nearly double the platform average of 4.5x. 💼 Operational Scale: Swiggy works with 223,671 monthly transacting restaurant partners and 457,249 monthly transacting delivery partners, reflecting its massive operational scale and reach. Active Dark Stores increased to 557, supporting the Quick Commerce business and ensuring rapid deliveries.

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I am back and here’s another Goldmine - The Ken‘s 11th Podcast discussing "Netflix and It's last growth Market"? It systematically breaks down covering everything from : 1. Global Market Saturation. 2. Intent vs Actions of Netflix 3. How current time is best to jump up in India's OTT Context w.r.t. Disney+ Hotstar ,Sony Pictures Networks India , etc. 4. What is meant by "Winning" in India by Netflix? 5. Creating Content Moat and unlocking that "WIN"? It's a 1.25 Hr long Podcast , I definitely recommend listening to it in full. ( Also , Kudos to Ken , they were able to shell out an yearly subscription from me using "Two by Two" ) I definitely recommend everyone who reads this to just follow the link in comments and watch entire podcast , not in one go. After every 15-20 Mins , take a pause and reflect. An amazing culmination of perspectives and knowledge of multi-country strategies by Nishad Kenkre with a classic example of applying old school perspectives in the modern situations. The future looking theories by Kunj Sanghvi (Content and Creative Head at Kuku FM) and again this time , and the knack of humour with intelligent questions by Praveen Gopal Krishnan and the smoothest conversational flow directed by Rohin Dharmakumar. Once again Nice work guys: ) Below are the notes : #ken #twobytwo #Netflix

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Blinkit Zepto quick-commerce platforms like Blinkit (formerly Grofers) and Zepto in India, and how they're impacting traditional retail markets. *Quick-commerce market growth:* 1. Increased demand for instant delivery 2. Rising smartphone penetration 3. Growing urban population 4. Competitive pricing and discounts 5. Expanded service offerings (e.g., grocery, food, pharmaceuticals) *Blinkit's growth:* 1. 1.5 million daily deliveries 2. 30-minute delivery promise 3. 15,000+ partner stores 4. Presence in 50+ cities *Zepto's growth:* 1. 1,500+ deliveries per hour 2. 10-minute delivery promise 3. 100,000+ products listed 4. Presence in 10+ cities *Impact on traditional retail:* 1. Changing consumer behavior 2. Increased competition for local kiranas (small stores) 3. Pressure on traditional retailers to adapt to digital platforms 4. Potential disruption in supply chain management *Decline in traditional retail market:* 1. Kirana stores: 10-15% decline in sales 2. Small grocery stores: 20-25% decline in sales 3. Hyperlocal stores: 15-20% decline in sales *Reasons for decline:* 1. Convenience and speed of quick-commerce platforms 2. Competitive pricing and discounts 3. Wide product range and availability 4. Digital payment options As quick-commerce platforms continue to grow, traditional retail markets will need to adapt and innovate [10/20, 6:09 PM] Meta AI: You're referring to the growth of quick-commerce platforms like Blinkit (formerly Grofers) and Zepto in India, and how they're impacting traditional retail markets. *Quick-commerce market growth:* 1. Increased demand for instant delivery 2. Rising smartphone penetration 3. Growing urban population 4. Competitive pricing and discounts 5. Expanded service offerings (e.g., grocery, food, pharmaceuticals) *Blinkit's growth:* 1. 1.5 million daily deliveries 2. 30-minute delivery promise 3. 15,000+ partner stores 4. Presence in 50+ cities *Zepto's growth:* 1. 1,500+ deliveries per hour 2. 10-minute delivery promise 3. 100,000+ products listed 4. Presence in 10+ cities *Impact on traditional retail:* 1. Changing consumer behavior 2. Increased competition for local kiranas (small stores) 3. Pressure on traditional retailers to adapt to digital platforms 4. Potential disruption in supply chain management *Decline in traditional retail market:* 1. Kirana stores: 10-15% decline in sales 2. Small grocery stores: 20-25% decline in sales 3. Hyperlocal stores: 15-20% decline in sales *Reasons for decline:* 1. Convenience and speed of quick-commerce platforms 2. Competitive pricing and discounts 3. Wide product range and availability 4. Digital payment options As quick-commerce platforms continue to grow, traditional retail markets will need to adapt and innovate to remain competitive. Would you like more information on this topic or insights on specific aspects?

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Can technical founders become effective CEOs? Srinath Sridhar knew he needed to step out of his comfort zone when he founded Regie.ai four years ago. Now he and cofounder Matt Millen have raised more than $20 million and landed on G2’s list of fastest-growing software products of 2024. My full conversation with Sri is in the comments.

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Why PayPal bet on these guys over incumbents like Paytm and RazorPay to make India cash free When Akash Sinha co-founded Cashfree in 2015, India was amidst an explosion of e-commerce. Cash on delivery was a norm rather than the exception Akash's initial forays into entrepreneurship were marked by exploration and experimentation. From his early educational days in Jharkhand to the bustling IT hives of Hyderabad and Bangalore, he acquired a knack for identifying gaps and converting them into opportunities This foundational curiosity led him to Cashfree, aiming to digitalize cash on delivery Understanding the complexities of payment solutions became the bedrock of Cashfree's USP — providing businesses with an integrated platform that could manage all payment challenges Initially, Akash faced the daunting task of establishing credibility with banks and large merchants His tenure at Amazon equipped him with the knowledge of handling large systems and the importance of creating robust microservices. It prepared him to scale Cashfree efficiently and set the stage for collaboration with supportive banks like ICICI and Yes Bank It wasn’t easy, but the environment was conducive to startups. Their admission into YC further amplified their confidence and capabilities Their approach was counterintuitive at first — while most new commers focused deeply on single products, Cashfree expanded its portfolio to offer solutions that solved a multitude of problems for businesses. This strategic breadth allowed them to become indispensable partners for large enterprises By 2018, just 3 years after its inception, Cashfree had not only carved out a niche in the payments landscape but had also achieved profitability The vision was always to cater to a global audience. With financial freedom and established expertise, Akash steered the company towards international markets with large Indian populations including the UAE and the USA By embracing new regulatory environments and leveraging technological know-how, Cashfree sought to introduce seamless digital payment experiences for Indians across borders Today Cashfree process 4,500+ Cr of payments making it as one of India's foremost payment and banking solutions As Cashfree looks into the future, Akash’s vision is clear — greater technological independence and catering to a broader spectrum of financial needs using advanced tech Join us in this week’s episode of founders unfiltered by A Junior VC as we talk to Akash about his journey and his plans to venture deeper into global markets where Indian fintech innovation can lead revolutionary changes https://lnkd.in/gms5XzVt

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Navi UPI has risen to claim the 5th spot in the UPI ecosystem, surpassing Amazon, marking a significant achievement! 🚀 Are you a fintech advertiser looking for the best ROI? We're building the Navi Ad platform tailored to meet your needs. If you specialize in co-branded credit cards, secured/unsecured lending, or other fintech solutions geared towards revenue growth, let's connect! Interested in accelerating your business growth? Feel free to reach out via DM or comments. Let's collaborate and drive your business to new heights together. 📈 #Advertising #Marketing #Collaboration #Traffic #MarketingOpportunities #Collaboration #AdTech #IndianFintech #AffiliateMarketing #DigitalMarketing #BusinessGrowth #PerformanceMarketing #AffiliateNetwork #MediaBuying #India

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Zepto cap table - less than 1% ownership with each founder and 6-8% each with their UAE based family members. Looks like highly optimized tax structuring in case of a liquidity event (IPO). With this ownership, pushing nationalism narrative is a lost battle. Introduction of nationalism narrative in the internet consumer categories is typically not a good sign. Amazon is preferred because of its faster deliveries and better customer experiences, and not because of being American or Indian. Grocery + FMCG market has a fixed TAM at a local level with very minor increase y-o-y. It would be unreasonable to assume that because of economy growing or onset of quick commerce, an individual household will start consuming more fruits, cereals etc or food habits/lifestyle will change drastically in a short period. It will not. This means that the demand which earlier used to get fulfilled by Kiranas and other hypermarkets is getting shifted to QC. One doesn't need market reports/data to arrive at this conclusion. Hopefully, everyone could find a middle ground in this reality.

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Is quantity always the deciding factor? Let's look at examples without bringing up nationality: 𝐀𝐈 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧: OpenAI and Anthropic (creators of ChatGPT and Claude) have far fewer employees than tech giants, yet they've made groundbreaking advances in AI. 𝐒𝐞𝐦𝐢𝐜𝐨𝐧𝐝𝐮𝐜𝐭𝐨𝐫 𝐈𝐧𝐝𝐮𝐬𝐭𝐫𝐲: TSMC became a leader not by size, but through focused strategy and cutting-edge technology. They weren't the largest for years. 𝐒𝐦𝐚𝐥𝐥𝐞𝐫 𝐂𝐨𝐮𝐧𝐭𝐫𝐢𝐞𝐬, 𝐁𝐢𝐠 𝐈𝐦𝐩𝐚𝐜𝐭: Japan revolutionized the automotive industry (Toyota, Honda) with innovative manufacturing processes and quality control, despite having a smaller population than many competitors. Israel, with its limited resources, became a global leader in cybersecurity and software development, producing numerous successful startups and attracting significant international investment. We need high aspirations, we need to build deep tech companies, and we need to build nail cutters too (Yeah we don't build them yet in India). The most important thing is we need to be humble, Zoho is a good example, they have multiple products that compete with the biggest companies. They are humble and use positivity for growth.

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Mobile notification strategy: I typically disable notifications for most apps that does not concern me, yet there's one exception: Zomato sends amusing notifications despite my infrequent use of its service. What's the benefit to #Zomato? Firstly, I'm more inclined to use this specific app when I require the service (instead of their competitors). Secondly, their branding remains memorable to me, increasing the likelihood that I'll recommend it to friends in need of the service provided. #notifications #strategy

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🚀 Big Moves in Tech: Mitul Shah Joins Google to Lead Pixel’s Growth in India The Indian smartphone market just got a new buzz! Former Apple India consumer sales head, Mitul Shah, has taken the helm as Managing Director for Google Devices & Services in India. 🎉 In his own words, “This is not a switch—it’s a continuation of the mission to put the world’s best technology in the hands of fellow countrymen and women.” Shah is now leading Pixel’s sales and expansion efforts, leveraging AI to create meaningful experiences for Indian consumers. This comes at a pivotal time, as Google partners with Foxconn and Dixon to manufacture Pixel smartphones in India, signaling a stronger commitment to the local market. 🇮🇳 #Leadership #Innovation #PixelIndia #AI #TechTransformation #ProductManagement

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🚀 Revenue Growth: Swiggy's revenue surged by 36% in FY24, reaching ₹11,247 crore (vs ₹8,265 crore in FY23). 📉 Loss Reduction: Losses were slashed by 44%, down to ₹2,350 crore (vs ₹4,179 crore in FY23), driven by a 8% reduction in expenses. 📈 Competitor Comparison: Zomato: ₹12,114 crore revenue, ₹351 crore profit Swiggy: ₹11,247 crore revenue, ₹2,350 crore loss 🍽️ Core Business: Food delivery generated $3 billion GOV with 14.3M MTUs and an AOV of ₹428. 🛒 Quick Commerce: Instamart lagged with ₹1,100 crore revenue and a ₹460 AOV, trailing Blinkit’s ₹2,301 crore revenue and ₹617 AOV. 📊 Instamart’s Reach: Operating in 27 cities with 17,000 SKUs through 523 active dark stores. 💡 Outlook: Swiggy indicates the peak of investments in Instamart is over, paving the way for further profitability. https://lnkd.in/gVC6mJAU

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