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.