• Immediately upon joining, product led growth became a critical assignment. ID’d 4 focus areas:- Strategy: Translated Coinbase vision and team mission into a workable strategy and developed an implementation plan with new org. structure approved by CPO- Culture/Processes: ID’d customers’ must-have experiences. Established systems to descry opportunities via research, data science, and validation via A/B tests- Platform: Ensuring each area could operate at scale- Hiring: Leveraged personal network and ID’s rock stars$1.5B revenue impact in 12m• Gen AI & ML (10x faster): With G-AI’s onset, focused on urgent use cases and brainstormed with core team. Invested, starting with low-risk high-payoff projects. Next brainstorms with wider teams. Savings in content generation alone were $2M, for 10X faster, driving 20% increase in SEO-driven traffic: 200X faster in bug-fixes. Perf. marketing insights generated real time changes, improving ROI by 10%. Innovative Q&A product leveraging G-AI. ML: $100M revenue impact via ML models in notifications, upsell, news publishing• Growth platforms had companywide impact across five product teams, and 20+ geos, managing 1B+ notifications/ quarter, 100+ incentives, 2500 CRM campaigns. Coinbase had rapid growth in geos and products. Every team wanted to utilize growth levers, but lacked experience. Invested in platforms, ML and growth playbooks for product/ marketing to launch campaigns, without engineering- CRM platform adopted by 80 B2B and B2C teams- 1.5B notifications/Q drove $500M+ impact- Incentives: from 3 to 100 tests/Q- 200+ Upsell consolidated via one system• With the onset of the Bear market in 2022, trading revenues had declined. Set out to acquire 100M new-to-crypto users and acquire and engage HNWIs:Big Rocks vision kept focus on users with deep research on competitor factset. Self-funded team for ‘home for crypto research’. $10M impact via ML-driven news. HNWI product buildout is proceeding well

• Built high performing product led growth team to drive growth initially via acquisition channels, and product conversion optimizations. Achieved 15X growth in top-line acquisitions GMV, while improving COA 2.5X by Y2, delivering $100M+ cost savings.• Google Express had limited acquisition growth till 2017. Built a high performing growth acquisition team from scratch, came up with 100X ideas, and led XFN efforts to take a channel to 200X revenue contribution via Product/Engineering, Marketing, Business Development and Operations efforts. • Portfolio approach to Acquisitions: Evaluated current channel performance, competitive study to identify gaps. Split team into two focus areas, existing channel optimization and new channel which can contribute > $100M revenues/ Yr. Grew one channel 100X to make it #1 channel in 1 year, optimized a second channel 4x in 4 months to make it #2 channel. Made case to invest in SEO, Affiliates and 3 other new channels, each of which can contribute $100M/Yr in revenues. • Business Transformation: Google Shopping growth team expanded its charter with merchant Ads growth. Worked with XFN leaders for a plan to drive Ads revenues, pivoting 10-person team. Channels Expansion. Redefined vision for each channel to think about driving Ads growth as well, developing investment proposals to drive $500M+ revenues. New Opportunities: Identified new multi-billion dollar opportunities to drive merchant Ads spend via CRM via targeted insights at scale, as well as product roadmap to address key friction points.

• JustAnswer’s growth had been flat since 2012, mostly because of strategic missteps. Formulated and implemented a strategic plan to drive 30%+ YoY growth. Led the product organization consisting of the product management, product marketing, and search engine optimization (SEO) teams.• Portfolio approach to Product Strategy: In 2014, the focus was optimizing products. By end of Y-1, realigned teams to focus on 3 things: New Products, adding value to existing products, and Optimization; Two teams focused on building 5 new products, with 2 new products driving 8% of revenues, along with a healthy innovation pipeline; 2 teams focused on adding customer value, increasing member revenues by 70%. Optimization team used insights for 50% conversion gain.• Innovation: New product investment in chatbot/AI, remote desktop and legal services have yielded significant increase in revenues from new products. The chatbot leverages machine learning to get smarter based on past interactions, and has demonstrated 40% increase in conversion. Product roadmap includes leveraging Artificial Intelligence to develop a smart chatbot which leverages previously answered questions.• Customer Insights-driven product roadmap: Built a culture of ID’ng customer insights through qualitative research, analysis, modeling, eye and click tracking. This ID’d two insights yielding $7M/Yr. in LTV and ID’d ways for further 20%+ retention gains.• A/B Testing: Implemented a well-managed process, which led to 25% faster execution from ideation to implementation.• People: Hired and coached growth-focused, insights-driven, players focused on lean methods to make impact for deep leadership bench.• Leadership: As an executive leader, made an impact in strategic planning process, changed culture to be more customer & business focused, and improved employee morale:o Business model canvas: Coached executives on business model canvas, and leveraged it for 3 year strategic planning

• Move.com’s 10% growth was puny when competitors’ was ~100%. Took charge by leveraging growth-hacking by first identifying ‘must-have’ users and experiences, understanding consumer intent, key benefits, friction points, and finally, quickly testing ideas. Changed the vendor and adopted rapid testing, speeding up tests by 4X. Working with the Dev and the Product Teams catalyzed changes and converged on them providing metrics-driven impact. This resulted in $2.5M in new revenues in H2, 2013, $3M in Q1, 2014, reaching $20M growth by Q4.• Despite being a potentially major source of business, mortgage placement revenue was only $5M, (competitors were doing $20M/Yr. or more). Took charge and made a case showing an untapped opportunity in the $20-100M/Yr. range. Secured a quick win of $2M.• No matter what a visitor came looking for, the same “monolithic” website stared them in the face with no easy way to navigate to their interest. Website personalization/mobile experiences via targeted designs and product offerings based on past browse behaviors provided ample recommendations (a’ la Amazon or Netflix). Within 3 mos. changes had $1.5M revenue impact.• Proposed an analytical approach to triage projects for Annual Planning. Inculcated the analytical and data-driven mindset within the product team (of 40). A mobile project alone yielded a $3M revenue impact in just a few months. At annual planning 40 projects were identified using this approach, for audience growth of 40% vs. 10% in previous year. Revenues grew by $40M with each project on track through KPIs, a first at Move, Inc.

As lead for $500M revenue X-border business, developed and executed the strategy for North America Business Unit and established a culture of deep analytics for making decisions and flawless execution• Recognized that PayPal’s cross-border business (now $500M/Yr.) was stagnant, and needed a coherent plan/ strategy to galvanize growth. Took charge of galvanizing this segment and developed a comprehensive plan that included a very short-term (3 month), medium- term (one year), and long-term plans. First, identified stakeholders within PayPal/eBay and formed a core group. Then using research and analytics identified top pain points and focus areas, fortified by segment data/analytics. Brainstorming within core group identified missed opportunities and created a prioritized action plan. Once unified plan was approved, drove the first milestone of achieving new revenues of $2.5M in just 3 months. Larger plan on track, projected to add $20M revenues in Y-1• Discovered that only 60% of customers initiating a PayPal transaction actually completed it (a lost opportunity of $500M/Yr.). Within a week of joining PayPal, proposed a hypothesis-driven approach with focus on actionable recommendations, involving key partners. Identified three new actionable customer areas/pain points worth $20M/Yr. (increase by over three points) within just three months.• For the high-growth digital-goods product space new-product launch in 5 months was critical. Led testing and analytics, leveraging key merchants for testing, and internal “innovation” group for product changes. New product gave PayPal increased visibility, increasing conversion 10%, worth $40M/Yr. in revenue• Identified growth segments/drivers and conducted deep dive for low margin accounts with high growth; crafted product and marketing plans with $8M/Yr. revenue potential

Led team focused on improving profitability of personal loan product in a distressed economy and driving growth. Supported 900 US locations through corporate teams and offshore resources.• Proposed a three-pronged approach to recover lost business (moving from sub-prime to high score): Short term; moved from “Guaranteed offers” to “pre-approved” offers; Medium term: Developed a new campaign, a new online response channel/segmentation for a highly targeted segment; Long term: Created new offerings and tested them in 28 markets to get valid data. Results: Overall annual new loans jumped from $450M to $700M, with 12% ROE boost with a lowered risk. Also: o Increased mail frequency, generating 15% annual growth in new-account origination. o Created a new response model that provided 10% lift in campaign performance.o Developed online fulfillment; launched integrated marketing increasing response by 25%.o Introduced several creative tests, which increased response by 35%.o Led analytics, biz case development and roll-out of new variable rate product: returns up by 30%.

Led business-critical product strategy projects to bolster revenue growth and profit for Subprime Cards Portfolio• Four years at Capital One as Business Manager, Subprime Portfolio, responsible for driving key product strategy programs such as credit-line increase and retention strategy, improving profitability by 20% through introduction of advanced analytics/Account-Level Valuation models. Methodology and model became the new norm of how future product strategies are addressed and implemented. • Led the first team to be trained in modeling and leveraging Account-Level Valuations for $500M credit-line-increase program. Once trained, executed 2800 segment vs. previous 12. The program NPV of $132M, (20% increase) drove the new norm for strategy. The team received top award.• Developed retention strategy via valuation models for predicting customer behavior. Interacted with execution/ ops for rolling out strategy, reviving 113K deeply inactive A/Cs to deliver $18M profit.• Increased collections by $15M NPV via payment reminder. Saved $2M/Yr. through dialer queuing.

• Devised pricing models, facilitating 5% price increase without compromising occupancy rates, to achieve better ROI and growth

• Launched a new BPO practice in just six months. The practice became profitable from the very first client. Delivered $175 million sales growth in 1st 6 months; 1 of 12 among 6K employees to win Director's Club award.

• Managed $20 million debenture issue; designed cash flow model, forecasting profitability of new division; segmented market, contributing to 10% profit increase and top line growth