GoMechanic
Senior PM driving special projects at India's leading car service startup. 200% membership growth, 70% CAC reduction, and the Malaysia expansion — from partnerships to launch.
Growth was expensive and expansion was uncharted
GoMechanic had product-market fit and a growing business, but two problems were burning cash:
First, customer acquisition cost was unsustainable. The membership program — Miles — existed but wasn't pulling its weight. Marketing was throwing money at acquisition without a self-sustaining growth loop.
Second, international expansion was on the table (Malaysia) but nobody had a playbook. No local partnerships, no market understanding, no launch strategy. Just a board mandate and a deadline.
Fix the engine, then expand the road
I was brought in as Senior PM for special projects — which meant anything high-impact that didn't fit neatly into an existing team's roadmap.
The Results
GoMechanic was a masterclass in doing a lot with a lot of pressure. Every project had a board-level deadline. Every initiative was expected to move a company-wide metric.
The combination of growth engineering (referrals, memberships) with strategic expansion (Malaysia, partnerships) is rare for a single PM. I did both simultaneously because that's what the company needed.
Every project starts with diagnosis.
The method behind this case study is written up in full, and the essays show it applied to dozens of problems.