Sri Batchu
Growth leader; head of growth at Ramp in 2023, earlier led growth strategy and operations at Instacart and was one of the first 50 employees at Opendoor.
Sri Batchu did not write this page.
We collected these quotes from things they published elsewhere, and every quote links to where it was said. They have no account here and have not endorsed this site. Quotes are word for word; the short line under each one is our own restatement, not their wording. Their own site. Is this you? Claim it or ask us to remove it. Or tell us what is wrong here.
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Their wordsUnlike competitors, Ramp approached building the card business as a software problem and approached every function as a product. A famous example of this was having the support team report to the CPO. Every inbound customer service contact was an implicit product failure and should be solved with product first.
↗Why Ramp Wonoperatorjournal.substack.com 1st of 3 in this piece
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Our reading
Growth and marketing should be run like a tech org, with scalable and rigorous experimentation.
Their wordsGrowth and Marketing were also run like a tech org, focused on scalable and rigorous experimentation. We cross allocated resources across growth product and marketing, held everyone to the same sprint cycles and similar KPI’s.
↗Why Ramp Wonoperatorjournal.substack.com 2nd of 3 in this piece
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Their wordsCorporate cards are a lending business at their heart. You make ~1% of GMV in gross margin and if you 1 out of 100 customers default, that wipes out your profit on the entire 100.
↗Why Ramp Wonoperatorjournal.substack.com 3rd of 3 in this piece
- 2 months earlier
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Their wordsTRR is a leader of a category that is still emerging. Luxury buyers as a whole are still relatively new and somewhat averse to selling and buying second-hand goods online.
↗Behind The RealReal’s 7x Valuation Growth Turnaround operatorjournal.substack.com