Amsterdam · Product Leader · B2B
I help B2B scale-ups figure out what to build, why it matters, and how to make it stick — across logistics, travel, and streaming.
01 — Experience
From freight marketplaces to sports streaming — always on the commercial side of B2B.
02 — Selected Work
A handful of the initiatives that shaped how I think about product.
Navan's travel admin platform existed but hadn't been built for enterprise scale. I joined coming out of COVID — when the business was 95% down and aggressively ramping back up. As enterprise travel rebounded, the gap between what large customers needed and what the platform could do became the biggest blocker to growth.
Took an early-stage admin product and scaled it into a full enterprise platform — policy configuration, spend visibility, approval workflows, and reporting in one surface. Ran deep discovery with travel managers across verticals to prioritise the highest-friction jobs first.
TripActions acquired Reed & Mackay — a ~$250M acquisition — a business built almost entirely on white-glove VIP concierge travel for executive programmes. The challenge: integrate a deeply human, high-touch service into a self-serve SaaS platform without destroying what clients had paid a premium for.
Led the end-to-end product integration post-acquisition — mapping where self-serve was appropriate and where concierge handoffs were non-negotiable. Defined the combined product surface for executive traveller programmes, working across ops, commercial, and engineering on both sides to make the seams invisible to VIP users.
DAZN was launching in the US — a new market — and needed to reach pay-TV audiences at scale, not just app store downloads. Without a presence in the dominant US cable infrastructure, DAZN would miss the highest-intent sports viewers who didn't seek out streaming apps themselves.
Led the product and GTM workstream to land the DAZN TV app on Comcast Xfinity X1 — the US's largest pay-TV platform. Coordinated across a 9-engineer delivery team, commercial, legal, and Comcast's integration team to ship the integration, unlock premium merchandising placement within the Xfinity ecosystem, and contribute to a successful US launch.
Carrier data across sennder's European freight network was fragmented across systems — no single source of truth for capabilities, compliance, or performance. Core ops workflows lived in Salesforce, limiting data quality and making self-serve onboarding, matching, and pricing slower and less reliable than the business needed.
Modernised the supplier data layer end-to-end — defining the data models, carrier workflows, and system of record. Launched the Carrier Profile Service as the canonical source of carrier attributes, and built an internal Operator Platform to move core workflows off Salesforce. Delivered APIs that downstream commercial and ops teams could actually act on.
sennder closed an all-cash acquisition of C.H. Robinson's European Surface Transportation business — a deal that doubled sennder's revenue to €1.4B and positioned it among Europe's top 5 FTL providers. The immediate product challenge: migrate ~12,000 carriers (~90% of the acquired business) onto sennder's platform without disrupting hundreds of millions in revenue in the process.
Led the supplier-side product integration — defining the carrier migration journey, sequencing the rollout across markets, and coordinating product, ops, and commercial teams across Europe. Designed a seamless cutover that gave every carrier a clear path to the new platform before the old one was deprecated, prioritising revenue continuity at every step.
03 — What I bring
Shaped across 9+ years, 3 industries, and a lot of commercial pressure.
→ Commercial instincts
I think in P&L terms. My work has influenced pricing decisions, expansion ARR, renewal motions, and margin quality — not just feature delivery. At sennder I lead a portfolio touching ~80% of company revenue. At Navan, I embedded product directly into commercial motions with double-digit expansion ARR impact.
→ Discovery rigour
I use Jobs-to-be-Done and Outcome-Driven Innovation as the foundation for strategy. Most product problems aren't solved by more data — they're solved by asking better questions of the right people, and finding creative ways to solve them. I've used JTBD/ODI to inform multi-year roadmaps and company-level strategy, not just individual features.
→ Cross-industry range
I've built in freight logistics, corporate travel, and live sports streaming — three industries with different customers, different dynamics, and surprisingly similar underlying problems. Switching industries isn't a liability. The pattern recognition it builds is one of the most useful things I bring into any room.
→ Platform depth
I've built new products from scratch — sennder's Supplier Data Platform, and Navan's VIP travel product which didn't exist before the Reed & Mackay acquisition — and scaled existing ones to enterprise level (Navan Admin Platform to 8,000+ customers). I know which mode a team is in — and how to shift the approach accordingly.
04 — Point of view
Opinions formed across 9+ years, 3 industries, and a lot of things that didn't work the first time.
Most B2B product failures aren't execution failures. They're discovery failures. Teams build confidently from assumptions they never actually tested with the people doing the work.
Commercial and product need to be in the same room — not as occasional stakeholders, but as co-owners. When they're siloed, you get features nobody buys and deals nobody can deliver.
Strategy is a creative process. The best roadmaps I've seen weren't built from frameworks or slide templates — they came from someone sitting with a genuinely hard question long enough to find an answer that wasn't obvious.
The best product decisions I've seen weren't made with more data — they were made with sharper questions. The job is knowing what to ask before you know what to build.
05 — AI & Explorations
Coming soon.
Watch this space
Currently exploring how AI changes product discovery, commercial decision-making in B2B, and how teams should restructure around it. Projects, experiments, and writing will appear here.
06 — About
I started my career as a telecom engineer, spent years in quality and program management across Asia and Europe, did an Oxford MBA, and then found my way into product. That zigzag background is probably why I'm drawn to messy, cross-functional problems — the kind where the answer lives at the intersection of data, operations, and people.
I've lived and worked across India, the UK, and the Netherlands. I like building in environments where no two people in the room share the same cultural frame of reference — it's uncomfortable in the best way.
I'm better at asking questions than answering them — which turns out to be a useful trait in product. I grew up in India, did an MBA in Oxford as a means to pivot career, and somehow ended up building freight marketplaces in the Netherlands. I find that funny. I also find it clarifying: when nothing about your path is obvious, you stop assuming anything is.
Whether it's about product leadership, B2B platform strategy, advisory work, or just a good conversation — I'm happy to connect.