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Hi there, I'm Sridevi,
a Product Manager
Well, a Human first.

I spend my time with unclear problems, shaping them into products that quietly help, also binge way too much Netflix.

Product StrategyUser ResearchPRD & RoadmapsA/B TestingData AnalyticsAgile & ScrumUser StoriesMVP DevelopmentOKRs & MetricsProduct-Market FitWireframingCross-functional TeamsUX OptimizationGo-to-MarketCustomer InsightsFeature PrioritizationSprint PlanningProduct Vision Product StrategyUser ResearchPRD & RoadmapsA/B TestingData AnalyticsAgile & ScrumUser StoriesMVP DevelopmentOKRs & MetricsProduct-Market FitWireframingCross-functional TeamsUX OptimizationGo-to-MarketCustomer InsightsFeature PrioritizationSprint PlanningProduct Vision

About Me

Background

I'm a Product Manager with 4+ years of experience launching and scaling web and mobile platforms across B2C and B2B domains. My journey has been defined by taking products from zero to one, growing user bases exponentially, and driving substantial revenue growth.

I've led initiatives that grew a user base 180× and scaled revenue from ₹30K to ₹20L per month. I'm skilled in Agile delivery, UX optimization, A/B testing, and cross-functional team leadership.

What drives me is the challenge of converting manual workflows into scalable product systems. I thrive in the intersection of user needs, business goals, and technical feasibility — turning complex problems into elegant solutions that people love to use.

My PM Philosophy

Data informs. Humans decide. Metrics show patterns; conversations show truth. Great PMs listen to both.

What I Bring to Teams

I believe the best products are boringly simple for users and brutally effective for businesses. More adoption. More revenue. Less chaos behind the scenes.

Impact at a Glance

Key metrics from my product journey

→
180×
User Growth
From <100 to 18,000+
60×
Revenue Growth
₹30K → ₹20L/month
70%
Operations Reduced
Through automation
1,300+
Monthly Sign-ups
Consistent growth
₹15–20L
Day Pass Revenue
Monthly generation
30–40%
Checkout Success
Conversion boost
18–22%
Seat Utilization
Hot Desk impact
3×
Cross-Location Usage
All Access feature
20–25%
Retention Increase
User stickiness
30+
Centers Launched
Pan-India scale

My Product Work

Deep dives into products I've built from scratch

⚠️ Before the Rebuild
Sales-driven, manual booking, fragmented access — no digital monetization
<100
Active Users
₹30K
Monthly Rev
🚀 Product-Led Growth
Frictionless onboarding, clear pricing, streamlined checkout
18K+
Active Users
1,300+
Monthly Sign-ups
🎫 Day Pass & Bulk Pass
Self-serve digital purchase with QR-based entry. Bulk Pass = 35–40% of total revenue
₹20L
Monthly Rev
30–40%
Checkout ↑
⚙️ Automation
QR access, automated pass issuance replaced manual coordination
70%
Ops Reduced
60%
Sales Dep. ↓
📈 Strategic Impact
A structural business transformation through platform thinking
60×
Revenue Growth
180×
User Growth
⚠️ Before the Rebuild
Sales-driven, manual booking, fragmented access — no digital monetization
<100
Active Users
₹30K
Monthly Rev
🚀 Product-Led Growth
Frictionless onboarding, clear pricing, streamlined checkout
18K+
Active Users
1,300+
Monthly Sign-ups
🎫 Day Pass & Bulk Pass
Self-serve digital purchase with QR-based entry. Bulk Pass = 35–40% of total revenue
₹20L
Monthly Rev
30–40%
Checkout ↑
⚙️ Automation
QR access, automated pass issuance replaced manual coordination
70%
Ops Reduced
60%
Sales Dep. ↓
📈 Strategic Impact
A structural business transformation through platform thinking
60×
Revenue Growth
180×
User Growth
0-1 ProductMobileRevenue Engine

BHIVE Mobile App: From Legacy Utility to Revenue Engine

A structural business transformation executed through product strategy and platform thinking

The BHIVE app wasn't incrementally improved — it was rebuilt from the ground up. Starting with fewer than 100 active users and ₹25–30K/month in revenue, the 0→1 rebuild transformed it into a self-serve platform generating ₹15–20L/month across 30+ centers.

🔍
Problem
🏗️
Rebuild
💰
Monetize
⚙️
Automate
📈
Impact
The starting point: a semi-manual coworking workflowThe app had fewer than 100 active users, ₹25–30K/month revenue, and zero self-serve capability. Booking workflows were fragmented, pass purchases required manual intervention, and access management lacked automation. Operations ran on heavy team coordination — unscalable across 30+ centers.
Owning the full product lifecycle — vision to releaseThe rebuild was a foundational shift, not a feature refresh. This required owning product vision and roadmap, stakeholder alignment across tech, ops, sales, and finance, sprint planning and execution, and release management. Growth scaled to 18,000+ active users with 1,300+ new monthly sign-ups, driven by frictionless onboarding and a checkout success rate improvement of ~30–40%.
₹25–30K → ₹15–20L/month: Designing for digital revenueThe monetization transformation came from structured product launches. Day Pass enabled flexible, self-serve short-term access. Bulk Pass contributed ~35–40% of total pass revenue. Together, these generated ₹15–20L/month — roughly 60× growth — through digital distribution, not by increasing operational load.
70% ops reduction through automation and platform thinkingManual operations were eliminated through backend integrations, QR-based access systems, automated pass issuance, inventory synchronization, and centralized reporting dashboards. Sales dependency dropped by ~60%. Infinity reduced revenue leakage by ~15–20% and improved deal closure speed by ~30%.
A structural business transformation — not incremental product developmentBefore: sales-driven pass allocation, manual booking, limited digital monetization. After: a product-led growth engine with self-serve monetization, QR-enabled access, centralized inventory intelligence, and ₹15–20L/month pass revenue across 18,000+ active users.
0-1 ProductMobile AppRevenue GrowthProduct-Led GrowthAutomationB2B & B2CInfinity PlatformWFA
Feature DevGrowth

Bottom-Up Features: Hot Desk and All Access

Unlocking revenue through flexible seating and multi-location access

Designed and launched two key products that improved seat utilization by 18–22% and increased cross-location usage by 3×, driving significant retention gains.

⚠️ The Problem
Uneven utilization & deposit friction blocking short-term users
Idle
Off-peak Seats
High
Drop-off Rate
🪑 Hot Desk Launch
Deposit-free, instant app activation, QR access — zero friction entry
18–22%
Utilization ↑
1.4×
Revenue/Seat
🌐 All Access Launch
One pass, 30+ centers — access to a network, not just a location
3×
Cross-location
20–25%
Retention ↑
📈 Strategic Outcome
From selling seats to selling flexible access infrastructure
₹15–20L
Monthly Rev
30+
Centers
⚠️ The Problem
Uneven utilization & deposit friction blocking short-term users
Idle
Off-peak Seats
High
Drop-off Rate
🪑 Hot Desk Launch
Deposit-free, instant app activation, QR access — zero friction entry
18–22%
Utilization ↑
1.4×
Revenue/Seat
🌐 All Access Launch
One pass, 30+ centers — access to a network, not just a location
3×
Cross-location
20–25%
Retention ↑
📈 Strategic Outcome
From selling seats to selling flexible access infrastructure
₹15–20L
Monthly Rev
30+
Centers
⚠️
Problem
🪑
Hot Desk
🌐
All Access
🧠
Behaviour
📈
Impact
Two structural problems as BHIVE scaled to 30+ centersInventory was growing but utilization was uneven — peak-hour congestion at some centers, idle seats at others. Traditional deposit-based models introduced friction that deterred short-term and experimental users. Freelancers, early-stage founders, and distributed teams needed flexibility without locking capital into deposits or rigid contracts.
Hot Desk: removing financial and procedural friction to unlock latent demandHot Desk was designed as a deposit-free, flexible access product — instant app activation, QR-based entry, no documentation, no upfront lock-in. By eliminating the deposit requirement, BHIVE unlocked a segment of users who would otherwise never have entered the system. It improved seat utilization by 18–22% and daily seat revenue by 1.4×.
All Access: from "access to a center" to "access to a network"All Access fundamentally shifted BHIVE's value proposition. Instead of being tied to one location, users could access any of 30+ centers — positioning BHIVE as distributed workspace infrastructure. Implementation required backend inventory synchronisation, usage tracking, integrated billing, and QR-based validation. Result: 3× cross-location usage, 20–25% retention improvement, and 1.8–2.2× higher LTV.
Behavioural economics as the design foundationHot Desk leveraged low-commitment bias — users try products when financial risk is minimal and activation is immediate. All Access leveraged perceived utility expansion — retention improves when product value grows without proportional cost increase. Together, they created a monetisation ladder: Trial → Repeat → Network Usage → High-LTV Retention.
Platform thinking — selling flexible access infrastructure, not just seatsHot Desk transformed idle space into flexible yield-generating inventory. All Access transformed a collection of centers into a cohesive network. Together they increased utilization, improved revenue per seat, expanded total addressable market, and strengthened network advantage through a compounding network effect.
Hot DeskAll AccessNetwork EffectsUtilizationRetentionBehavioural DesignMonetizationPlatform Thinking

Case Study

In-depth look at civic product design

CivicTrust: Digital Civic Infrastructure

Building the UPI layer for philanthropy and volunteering in India

GovTechCivicTechFinTech InfrastructureThree-Sided Platform
Explore Sections ▼
🚨
Problem
💡
Solution
🎯
Approach
📈
Impact
🔎
Gaps
🛠
Improve
✨
Takeaway

Digital philanthropy in India is broken at scale. With thousands of active crowdfunding campaigns and millions donated daily, the system suffers from structural failures that reduce donor confidence and create inefficient capital allocation.

Four Core Problems:

  • Trust Deficit: No centralized, government-verified donation infrastructure. Trust is brand-based, not institution-based, leading to fraud and unverifiable documentation
  • Donor Decision Fatigue: No structured urgency ranking across thousands of campaigns. Donors can't identify who needs funds most urgently
  • Capital Inefficiency: Campaigns continue receiving donations after reaching goals with no auto-closure standard
  • Fragmented Civic Participation: Donations and volunteering operate in separate ecosystems with no unified infrastructure

CivicTrust is building a three-layer digital civic infrastructure that institutionalizes trust and optimizes capital allocation. We're not building another crowdfunding website — we're building the UPI layer for philanthropy and volunteering.

  • Centralized Donor Platform: Public UI with verified campaigns only, urgency-based prioritization, auto-closure when targets are met, government-verified badges, and integrated volunteering
  • Requestor Platform: Structured fundraising intake system with mandatory document uploads, identity verification, and workflow states (Draft → Review → Approved → Published)
  • Internal Governance Tool: Control tower for verification officers with document validation, fraud detection, fund flow analytics, and audit logs

CivicTrust positions itself as infrastructure, not a marketplace. The key differentiation lies in system architecture and governance-first design.

  • Trust embedded in system design: Three-platform separation ensures no unverified campaign reaches donors
  • Lifecycle enforcement: Auto-closure mechanisms and real-time fund tracking prevent capital inefficiency
  • Urgency prioritization algorithms: Smart discovery surfaces Near Goal, Critical, and High Priority campaigns
  • Transparency scoring: Every campaign receives a verifiable score based on documentation completeness

Short Term Impact:

  • Higher donor conversion through verified, trust-marked campaigns
  • Faster funding of urgent cases via urgency-based prioritization
  • Reduced fraud risk through multi-stage verification pipeline

Medium Term Impact:

  • Improved capital efficiency through auto-closure and fund redistribution
  • Structured volunteer engagement creating measurable civic participation

Long Term Vision:

  • National civic infrastructure layer integrated with Digital Public Infrastructure (DPI)
  • Trusted public digital utility for disaster response and emergency funding
  • Regulatory uncertainty: Platform operates in evolving landscape with unclear compliance requirements
  • Network effects challenge: Requires simultaneous adoption from donors, fundraisers, and government partners
  • Verification scalability: Manual verification may become a bottleneck at scale
  • CSR integration complexity: Enterprise dashboards require deep integrations with corporate workflows
  • Data privacy concerns: Balancing transparency with donor and beneficiary privacy needs ongoing policy development
  • AI-powered verification: Automate document verification and fraud detection to scale review processes
  • Blockchain integration: Add immutable audit trails for complete donation lifecycle transparency
  • State government partnerships: Expand to disaster relief command infrastructure
  • CSR marketplace: Enterprise dashboards for corporate social responsibility with impact tracking
  • International expansion: Extend to humanitarian funding networks and cross-border partnerships
  • Volunteer certification: Standardized impact reporting with verifiable credentials

Digital generosity already exists. What's missing is infrastructure. We are not betting on human kindness — we are building the system that organizes it.

Just as UPI transformed payments by creating trusted infrastructure, CivicTrust will transform structured philanthropy by becoming the civic participation layer integrated with India's Digital Public Infrastructure.

Skills & Expertise

Core competencies I bring to product development

Product & Strategy▼
  • Roadmaps & PRDs
  • User Stories
  • Prioritization Frameworks
  • OKRs & Metrics
  • Monetization
Execution & Agile▼
  • Agile & Scrum
  • Sprint Planning
  • Stakeholder Management
  • Cross-functional Collaboration
  • Release Management
UX & Design▼
  • UX Optimization
  • UI/UX Design
  • Wireframing & Prototyping
  • User Research
  • Figma
Analytics & Data▼
  • A/B Testing
  • Funnel Analysis
  • Cohort Analysis
  • Conversion Optimization
  • Retention & LTV
  • SQL
Tools & Platforms▼
  • Jira & Confluence
  • HubSpot
  • Figma
  • SQL
  • Balsamiq
  • FigJam
  • Claude AI
  • Whimsical
  • Excel Advanced
  • Atlassian

Just FYI....

Companies I've Worked With

BHIVE Group
Current
Amazon India
Past

Education

🎓
Master's in Business Administration (MBA)
Manipal Academy of Higher Education, Mahe
November 2020 – June 2022
✈️
B.E., Aeronautical Engineering
Mangalore Institute of Technology
June 2015 – August 2019

Testimonials

What colleagues and leaders say about working with me

"Sridevi approached operations like a true Product Manager — identifying inefficiencies, building scalable systems, and using data to drive decisions. Her ownership significantly improved product operations and business outcomes."

RO
Rohit
CTO, BHIVE Group

"Working with Sridevi was both amazing and mildly threatening — she'd walk into design reviews with sharper UX instincts than most PMs (and sometimes designers 😄). She pushes for better experiences, respects craft, and makes collaboration genuinely fun."

SK
Snehal Kumar
Lead Product Designer, BHIVE Group

"Watching Sridevi work as a PM is like watching someone quietly clean up chaos and turn it into scalable product wins. She blends sharp product thinking with deep execution — the rare combo that actually delivers outcomes."

SS
Steffy Soni
Senior Product Manager, Keka

Let's Connect

I'm always open to discussing product management opportunities, collaborations, or just chatting about building great products

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