Anuj Rathi
Chief Business and Growth Officer, Cleartrip. On 1 show, 1 appearance. The Shows tab opens the full record on each.
executiveoperatorinvestor@anujrathi ↗LinkedIn ↗cleartrip.com ↗
Anuj Rathi is the Chief Business and Growth Officer at Cleartrip. He previously served as Chief Product and Marketing Officer at Jupiter Money and led product, revenue, and growth initiatives at Swiggy.
1shows
1appearances
21statements
0resolved
0supported
0contradicted
Everything Anuj Rathi said on any show that made the record, most notable first. Each card names its show and opens the statement there.
Rathi: Most product experiments should be thought experiments rather than tested live
“Most experiments should be thought experiments. They should not even be tried out, because they're obviously going to fail. Which is contrary to, let's try it out, and then let's see. I think that it's a lot of company time. If you had, ah, if you had smart pe…”
Rathi: Most current product managers should not be in product management
“Most product managers should not even be product managers. They should think a little bit more around whether this is actually the right field for them, because I think a lot of people from other areas have entered the field without fully realizing what it tak…”
Rathi: 70% to 80% of product execution failures are organizational setup issues
“At least I have realized that apart from what product managers can do, almost 70, 80% of problems, why things don't happen, are a setup issue. Product leaders or other leaders have not thought through what OKRs are doing to my company. They have not really ful…”
Rathi: OKRs fail in three-sided marketplaces due to conflicting user goals
“OKRs will not work. Why not? So fundamentally, OKRs are a way to think about objectives and key results. But the fundamental assumption here is that it is solving for a kind of user and that kind of user you can divide and conquer, and of course there will be …”
Rathi: Finding paying users in India is far harder than gaining engagement
“While there's a lot of people who are going to give you know, traffic and engagement and so on, but the craft of actually choosing the right kind of paying customer who will actually come and engage and give you money is, Is, is at a premium. So a lot harder w…”
Rathi: Onboarding and Copy Drive Product Success More Than Core Features
“The way you write your copy, the way you build your onboarding, the way you do your first warm welcome, it's going to make the biggest amount of change in terms of your product success than your core product features that you're going to build for your loyal c…”
Rathi: Repeated professional failure is a skill issue, not bad luck
“Stop externalizing. That's one, which also means the more artistic way to say that is you are the reason for your own misery. So that's something that I keep using a lot more in a fun way. But if things go wrong, if that leadership meeting didn't happen that w…”
Rathi: Before 2010, Indian tech built for foreign markets, not domestic consumers
“I think till about 2000 ten-ish there were not really many products built for the Indian consumers in the first place. Like, there were a lot of products being built, a lot of technology being built but largely because it was a back office, so you were, so you…”
Rathi: Early Indian tech leaders mistakenly treated software like predictable machinery
“I think in India, when we were in 2010, et cetera, even those different people who needed to come together to build, like say e-commerce they would come from, say, FMCG, or they would come from manufacturing, and so on. And what they would have seen in their j…”
Rathi: Modern consumer internet adoption in countries typically starts with travel
“Usually when modern consumer internet starts coming in countries, it usually starts with travel.”
Rathi: PMs must understand out-of-market consumers as deeply as marketers do
“One of the reasons why I really feel product managers must, if not better, but equally understand category consumers, which are not in market or which are not really looking or which are not buying your products just yet, as good as the marketer or the brand e…”
Rathi: Working backwards is about building operational launch machinery, not just customer value
“My insight, or at least my, the way that I thought about this one is, it's not working backwards only from a customer value proposition. Will our customers love, love it, and will they pay for it, and is it noteworthy, and is it something that we should even b…”
Rathi: Product teams should write three divergent PR/FAQs to compare options
“I actually ask my teams to write three press releases, alternative and divergent.
Like what if we, so suppose you're launching a membership program.
So instead of two tiers, let's do three tiers.
Or for example, let's seek another one which says instead of, ah…”
Rathi: Full-stack PMs will be more successful than single-area specialists
“So in my opinion, the full stack product managers are the ones who are going to be more successful rather than product managers who are doing very good at one particular area only.”
Rathi: Product leaders should present multiple 'strategy on a page' options to CXOs
“There's also product leader's version of doing this, Lenny, which is, which I call strategy on a page, and a lot of people call it, like, growth loops. Like, don't show a user's journey. Now, let's see the entire strategy of the company together on one page. A…”
Rathi: Portfolio resource allocation is product strategy, not tactical PM prioritization
“So I don't think it's a tactical prioritization product manager call. It really is a product strategy call, and the conversation that needs to happen Is between say the head of product and the CEO or even like the leadership. If I gave you a hundred focus poin…”
Rathi: Stop branding foundational engineering work as 'tech debt'
“You need to brand, you cannot brand it as spec debt. So it feels like very off. Because these are brilliant. These are important. That's what the company is built on, and the company needs to invest in that.”
Rathi: Team execution failures stem from only three root causes
“There are only three reasons, again, why things do not happen the way you want them to happen as a leader. And you can look at a person and you would say either that person can't do, which is a capability issue, or they won't do, Which is a motivation or an al…”
Rathi: Standard A/B testing fails in marketplaces due to network effect spillovers
“So the experiments also, AB experiments also don't work. And that's a very unique thing about marketplaces. Not work, I mean, not work the way that you would expect them to work because there are network effects all over. So if you have to run AB experiments o…”
Rathi: PMs should maintain visual journey maps comparing current and new versions
“I recommend this every product manager to do a show, don't tell version of their current version. And at the same time, there's a new version all the time. So they can compare and contrast and very easily kind of explain everyone why they're doing something. I…”
Rathi: Swiggy changed core value to 'consumer comes first' to resolve ambiguity
“I think the way we had thought about it at Swiggy, that we had to clarify in our values that the first value is, initially it used to be customer comes first, but that was very confusing because everybody is a customer. Even a restaurant is a, selling customer…”
One line per show, most statements first. The link opens Anuj's full record on that show: the calibration, argument clarity, speaking style and every statement made there.
| Show | Role there | Eps | Statements | Record | |
|---|---|---|---|---|---|
 LENNY'S PODCASTLEDGER | Chief Business and Growth Officer, Cleartrip | 1 | 21 | — | full record on Lenny's Podcast → |