What I have built
Two of these are directly relevant to the assessment work, so I’ve described them in some detail. The rest is listed briefly.
I co-led each of the projects below with my long-time partner Venky, who still works with me when an engagement needs a delivery team rather than an assessment. Where something was his rather than mine, it isn’t on this page.
TransIn — logistics, India
transin.in · multi-tenant SaaS · event-driven microservices
TransIn moves cargo across the Indian port ecosystem. When we started, operations ran on paper.
The interesting constraint was not technical. Each location ran its own operating procedures, so there was no single process to automate — the system needed different interfaces for different sites while still producing one coherent view of the business. The management team wanted something they described as a lego kit, so they could change strategy without rebuilding.
We took the operation from paper to fully digital in 15 months, supporting around $10M in transactions. The team started at two people and grew to twenty.
What came out of it mattered more than the migration: a view of unutilised trips that the business development team could actually sell against, predictability on cash flows, vehicle tracking, and enough accumulated operating data that fleet owners could access cheaper financing on the strength of it.
Why this is the relevant one. A multi-site organization with non-uniform procedures and a reporting obligation spanning all of it is the same shape as a nonprofit running several programs against several funders. The hard part isn’t the software. It’s producing one trustworthy number out of sites that each do things differently, without forcing them all to work the same way.
Echojoy — payments and loyalty, India
echojoy.in · gift cards across multiple brands · event-driven serverless
Echojoy issues gift cards redeemable across many brands rather than one. I was part of the founding team; we designed the architecture and built it out with four developers over 18 months — web, iOS and Android.
It handles roughly $8M of gift cards annually and around $10M in transactions, and the entire stack is run by a team of three.
Why that last sentence is the point. The system doesn’t need people to operate it. That’s the distinction I care about in assessment work: a clean result produced by a system, versus the same clean result produced by staff absorbing the work every cycle. Both look identical from outside — until the people leave.
Also
Zagg Network — I co-led the protocol and developer team. Built on the Stellar consensus protocol, with early work on zero-knowledge proofs at a point when very few teams were using them, and on combining accounts- and UTXO-style architecture to get programmability and privacy together.
NPCI — work on architecture for real-time inter-bank transactions. Covered by confidentiality, so I can’t say more, and I’d rather say nothing than say something you have no way to check.
Biliti Electric — five years as Head of Strategy, building India’s affordable electric two- and three-wheeler segment: manufacturing, go-to-market, channel strategy, product.
Board — independent director and audit committee chair of a BSE-listed company. This is the one that shapes how I do assessments. Most of what an audit committee does comes down to a single question put to management: how do you know that number is right?
Email ravi@helloravi.com.