GURPREET SINGH / SENIOR PRODUCT MANAGERNew Delhi, India

I build lending platforms that move business forward.

I own the roadmap and delivery across loan origination and field assessment products. I turn credit policy, business priorities and frontline needs into workflows that reduce delays and rework.

Explore my work ↘Discuss a role ↗Download resume (PDF) ↓
~10–12 → ~7–8days, login to disbursement
~8–9 → ~3–4hours, Sales PD process
162branches supported
~1,200LOS users
01 / Project notes

The problem. The decision. The result.

Five examples of my work across lending, collections, growth and operations. These summaries describe my scope, product decisions and reported results. Customer information, internal screens and proprietary rules are omitted. Figures are rounded or shown as ranges where appropriate.

Capri Global • Lending Platform

Connecting field assessments to the lending decision

Problem
Cases lost time at handoffs between field assessment, underwriting and disbursement.
Decision
I connected GAIA and Athena workflows, making required information, approvals and exception ownership explicit.
Result
Login-to-disbursement: ~10–12 → ~7–8 days. Sales PD: ~8–9 → ~3–4 hours.
LOSAthena PD AppMicro-LAPUnderwritingKYC / AMLWorkflow DesignPRDs
~10–12 → ~7–8days, login-to-disbursement turnaround
~8–9 → ~3–4hours, Sales PD process
162branches supported
~1,200LOS users
Journey snapshotConnected lending journey
  1. Field assessment
  2. Credit review
  3. Underwriting
  4. Disbursement
Reported outcome~10–12 → ~7–8days, login-to-disbursement turnaround

Simplified workflow · internal screens and business rules omitted.

Explore the thinking

The product trade-off

Removing a step can make a journey faster while leaving the next team with incomplete information. I focus on avoidable waiting, repeat entry and unclear ownership while keeping credit and compliance checks explicit.

What I focused on

Connecting mobile field assessments to the wider loan journey. Defining who can act, what information is required, when a case can advance and how exceptions return to the right owner.

How I work

I map where cases wait or return for correction, then work with credit, risk, operations and engineering to define the rules and exception paths. I track turnaround alongside rework and adoption to understand whether the whole journey is improving.

Capri Global • Collections

Giving field teams more capacity for customer visits

Problem
Field teams needed more time for customer visits while managers needed reliable execution visibility.
Decision
I connected route planning, collection histories and promise-to-pay tracking in the field app and management portal.
Result
~20% higher visit capacity; 1,200+ field agents and ~28,000 monthly cases supported.
CollectionsAI RoutingField AppDashboards
~20%higher visit capacity following route optimisation
1,200+field agents supported
~28,000collection cases per month
Journey snapshotField execution and visibility
  1. Plan route
  2. Customer visit
  3. Record commitment
  4. Management review
Reported outcome~20%higher visit capacity following route optimisation

Simplified workflow · internal screens and business rules omitted.

Explore the thinking

The product trade-off

Managers need a reliable record of execution, but every reporting step takes time from field work. The challenge was to capture useful information as part of the agent’s workflow while keeping daily execution manageable.

What I focused on

Route planning, collection histories, payment commitments and movement between delinquency buckets, with visibility appropriate to each management role.

How I work

I connect what the agent needs during a visit with what the manager needs to review afterwards. I evaluate routing through visit capacity; recovery performance is a separate outcome that requires its own evidence.

CARS24 • Growth & Analytics

Making customer cohorts usable in everyday campaigns

Problem
Growth teams needed fresher audience data and less manual work to activate customer cohorts.
Decision
I built automated cohort models and connected CRM and lifecycle systems to make segmentation usable in campaigns.
Result
15–25% lower acquisition cost and 40–50% less manual effort in cohort and campaign data workflows.
CohortsLifecycleAPIsExperimentation
15–25%lower customer acquisition cost
40–50%less manual effort in cohort and campaign data workflows
Journey snapshotFrom audience data to activation
  1. Audience signals
  2. Automated cohorts
  3. Lifecycle campaigns
  4. Performance review
Reported outcome40–50%less manual effort in cohort and campaign data workflows

Simplified workflow · internal screens and business rules omitted.

Explore the thinking

The product trade-off

More detailed segmentation creates value only when teams can activate and maintain it. I focused on cohorts that could flow reliably into lifecycle campaigns and support measurable decisions.

What I focused on

Automated cohort models, API-led data flows across Zoho and CleverTap, and dashboards connecting audience decisions with campaign performance.

How I work

I start with the customer behaviour that should change, define the cohort and activation rules, then connect the data to the campaign workflow. I use acquisition cost and funnel performance to assess whether the segmentation is useful.

Stanza Living • Product & Automation

Helping customers progress from enquiry to booking

Problem
Booking journeys relied heavily on sales follow-up to help customers progress.
Decision
I redesigned lead flows and CRM journeys and helped move key booking interactions to WhatsApp.
Result
20% improvement in lead-to-booking conversion and 60% less reliance on sales intervention.
WhatsAppCRMJourney DesignETL / BI
20%improvement in lead-to-booking conversion
60%reduction in reliance on sales intervention
Journey snapshotA more direct booking journey
  1. Customer enquiry
  2. CRM journey
  3. WhatsApp interaction
  4. Booking
Reported outcome20%improvement in lead-to-booking conversion

Simplified workflow · internal screens and business rules omitted.

Explore the thinking

The product trade-off

Some customers need a conversation before booking; others need a straightforward next step. The product challenge was deciding which interactions could become self-service and where human support remained valuable.

What I focused on

Lead routing, CRM journeys and WhatsApp booking interactions, supported by visibility across the booking funnel.

How I work

I examine where leads stop progressing and where the journey depends on a sales follow-up. I connect changes to those steps with conversion and reliance on intervention, so automation is assessed through its effect on the booking journey.

Zomato • Analytics & Operations

Understanding what drives customer support chats

Problem
Order-status questions accounted for over 50% of support chats in the 12 months of data I analysed.
Decision
I used SQL to identify the dominant contact reason and proposed order-status self-service to the Product team.
Result
Chat-to-Order fell from 13% to 6.5% following the self-service change.
Root CauseData SystemsAutomation
13% → 6.5%Chat-to-Order reduction
Visual proofChat-to-Order reduction
Before13%
After6.5%

Reported result · customer information and internal reporting omitted.

Explore the thinking

The product trade-off

A lower contact rate matters only if customers can get the information they need. My recommendation focused on routine order-status questions, rather than treating every support chat as avoidable.

What I focused on

I analysed 12 months of Chat-to-Order support data using SQL and found that over 50% of chats were order-status queries. I proposed self-service to Product; my scope was the analysis and recommendation, with implementation owned by the Product team.

How I work

I break down the headline metric by contact reason, identify the largest recurring source of friction and turn the finding into a specific recommendation. Following the self-service change, Chat-to-Order fell from 13% to 6.5%.

02 / Career Rally

Every chapter changed
how I build.

Customer service → leadership → analytics → product.

CAREER RALLY / 2014 → NOW0 / 6 skills
01
Starting line / 2014–2015

Acumen

Trainer

Helping sales teams explain ideas and guide customer conversations.

Start at Acumen. Collect a skill at every stop.

How to play: hold the arrow buttons or use ← → to drive. Hold Space while driving to boost. “Start drive” takes a guided lap. Collect all six skills to finish. Esc pauses.

Prefer to browse? Open any company below, or read the full timeline.

Six companies. One evolving perspective.
01 / Acumen Consultancy Services Pvt. Ltd.Apr 2014 – Apr 2015

Helping people explain an idea clearly.

Trainer

Trained sales teams to explain holiday packages and guide customer conversations. This is the earliest chapter in my journey, grounded in communication and helping others perform.

Communication · Coaching · Customer conversations

02 / foodpandaAug 2015 – Jan 2017

Working close to the service experience.

Merchant Services

Worked in merchant services, building experience at the intersection of partners, service and day-to-day operations.

Merchant services · Partner support · Operations

03 / ZomatoJan 2017 – Jan 2021

Closer to customers. Better with data.

Support → Leadership → Analytics

Progressed from customer service into team leadership and then data analysis. Built data systems, automated reporting and analysed operational bottlenecks to support process improvements.

  1. Customer Service RepresentativeJan 2017 – Oct 2017
  2. Team Lead ManagerOct 2017 – Apr 2019
  3. Data AnalystApr 2019 – Jan 2021

Customer understanding · Team leadership · Root-cause analysis

04 / Stanza LivingFeb 2021 – Aug 2023

Making insights useful to the whole business.

Assistant Manager

Owned analytics and reporting as a single point of contact. Enabled leadership and cross-functional teams with dashboards and insights, supporting operational and product decisions in a fast-scaling environment.

Analytics · Dashboards · Cross-functional decisions

05 / CARS24Aug 2023 – Dec 2024

Connecting better signals to better growth.

Product & Growth

Owned segmentation, cohorts, lifecycle targeting and product/growth analytics. Built decision dashboards and API-led data flows across Zoho and CleverTap, partnering with product and marketing teams on engagement, conversion and acquisition cost.

Cohorts · Lifecycle journeys · Experimentation

06 / Capri Global Capital LtdDec 2024 – Present

Bringing clarity to complex financial systems.

Senior Product Manager

Own the Loan Origination System (LOS), Athena—the Personal Discussion (PD) mobile app—and collections products across field execution and management portals. Define roadmaps, user journeys and business rules across engineering, risk, credit, legal, compliance and operations.

Promoted to Senior Product Manager in July 2026.

Lending · Collections · Fintech platforms

Explore all six to earn Journey Explorer.

03 / Working principles

How I make product decisions.

Customer-facing roles taught me where processes break. Analytics taught me to question the explanation. Product ownership brought those habits together.

01

Define the result before the roadmap

I start with the change we need to see: shorter turnaround, less rework, better conversion or lower operating effort. That gives prioritisation a clear basis and the team a way to judge the result.

02

Make the rules usable

In lending, policy becomes part of the experience. I make required information, decision rights and exception paths explicit so users understand what happens next.

03

Own the handoffs

A change in a field app can create work for underwriting or operations. I bring those teams into the decision early and stay close to engineering through delivery, with clear ownership across the journey.

04 / Product arcade

Test your product instincts.

Four games. Three questions each. Correct answers earn 10 points; incorrect answers earn zero. Get an explanation after every answer and a score out of 30 for each game.

Enable JavaScript to play the product games.

05 / My toolkit

I can go from business rule to data query.

I work best where product decisions require equal comfort with users, workflows, APIs, data and operational edge cases.

Product

Product strategy
Roadmaps
PRDs & business rules
RICE / MoSCoW
User journeys
Agile / Scrum
Stakeholder alignment

Fintech

Loan Origination Systems
Micro-LAP
Underwriting workflows
Collections & delinquency
KYC / AML
Payments & mandates
Regulated operations

Data

SQL
Funnel analysis
Cohort analysis
A/B testing
KPI design
Root-cause analysis
Product analytics

Technical

REST APIs
Python
Postman
Snowflake
Redshift
Looker
Power BI / Tableau

A working belief

The best product work is often not inventing another screen. It is removing uncertainty from a system — for the customer, the field team, the approver and the business.

06 / Contact

Let’s talk about your next product challenge.

What I’m looking for
Open to Senior Product Manager / Group Product Manager roles in fintech, lending, payments, data platforms and AI-enabled products. Based in New Delhi. Open to India + international roles with visa sponsorship.

A clear problem. Room to own the outcome.

I bring hands-on ownership across product direction, business rules, data and operations. I’m looking for a role with a clear business problem, roadmap ownership and measurable outcomes.

Share the role, location and product challenge. Let’s explore how I can contribute.

Share a role + challenge ↗Download resume (PDF) ↓Connect on LinkedIn ↗

gurpreet.zeom@gmail.com