Nitish Rana
I turn stalled products into ones people actually use.
Sixteen years on this trail — eight building software as an engineer, eight leading product. I work best at two altitudes: taking something from zero to one, and rescuing adoption that has quietly flatlined. Having shipped code myself, I spend less time translating between design, engineering and the business, and more time finding the friction worth fixing.
Mohali, India
Four products, four different problems. Open any one to see what it was, what was broken, and what moved.
- Led mobile and web delivery teams across three companies, shipping 20+ enterprise applications.
- Built the technical POCs that won 12 new client accounts — turning vague asks into buildable scope.
- This is where the instinct comes from: I still read a roadmap the way I once read a codebase.
- Built a mobile SDK from 0-to-1, directly unlocking 10 major enterprise logos.
- Wrote the spec and integration contracts with 6 launch customers — cut integration time from 5 weeks to 8 days.
- Moved iOS/Android engineering from quarterly to monthly releases.
- Took SMS from concept to GTM as a new channel — 15% acquisition lift, 7% revenue growth in 6 months.
- Shipped a transactional messaging product that cut third-party costs 30% and became a core platform module.
- Led a team of PMs and POs; roadmap hit rate climbed from 58% to 82%.
- Restructured the mobile app off 40+ user interviews and session replay — NPS moved from 5 to 8 in 3 quarters.
- Traced churn to 3 workflow gaps and fixed them — 20% churn reduction in 3 months.
- Took on-time mobile launches from 55% to 100%, later adopted org-wide.
- Re-scoped the platform around the 3 highest-volume workflows — adoption went from 27% to 76% in 6 months.
- Shipped AI ticket summarization, cutting first-response time 34% across 1,200+ daily tickets.
- Own discovery-to-delivery across 10 squads, 90 people — cut cycle time from 9 weeks to 5.
- I show up already fluent in the language of engineering, which means less time in translation, more time in discovery.
- My pattern: find the highest-friction 20% of the workflow, fix that first, let adoption follow.
Comfortable moving without a fixed map. That's the same muscle 0-to-1 work uses — read the terrain, commit to a direction, adjust at the next ridge.
Distance running is a lesson in pacing and compounding — the same discipline behind shipping in small, consistent releases instead of one big bet.
Every new place runs on different defaults. Good practice for product work — the fastest way to spot a broken assumption is to stand somewhere it doesn't hold.
I'm not here to defend a resume. I'm here to find the next 76%.
Every checkpoint on this trail started the same way: a workflow with too much friction, a metric everyone had stopped questioning, or a launch nobody had scoped yet. I'd like to spend the next few weeks finding that starting point here.
Point me at the workflow that frustrates your team the most — not the roadmap item, the actual friction. That's usually where I start.