Oct 2025 – Present · 5 mos

• Led $3M seed at the B-plan stage.

Aug 2025 – Present · 7 mos

• Led $3M seed at the B-plan stage.

May 2025 – Present · 10 mos

• Led $2M seed at the B-plan stage. Raised Series A from Chiratae subsequently.

Nov 2024 – Present · 1 yr 4 mos

• Led $3M seed at the B-plan stage. Raised Series A subsequently from RTP.

Nov 2023 – Present · 2 yrs 4 mos

• Co-led $5M seed with SIG and Prime.

Aug 2023 – Present · 2 yrs 7 mos

• Co-led $2.5M seed at B-plan stage with Z47. Raised Series A from a $1B US-fund subsequently.

Dec 2022 – Present · 3 yrs 3 mos

• Led $2M seed at the B-plan stage. PeakXV led the Series A subsequently.

Sep 2021 – Present · 4 yrs 6 mos · Bengaluru

• Oversee investments in following sectors for the fund:
• 1) Fintech
• 2) Commerce platforms (B2C, B2B)
• 3) Consumer Tech (Social, Content, Gaming)
• 4) Consumer Brands
• 5) Others (Edtech, EV, Auto, Logistics)
• Best to reach at mayank@stellarisvp.com.
• Also manage portfolio: Propelld, Credflow, Ayu Health.

Jul 2020 – Aug 2021 · 1 yr 1 mo · Bengaluru, Karnataka, India

May 2018 – Jul 2019 · 1 yr 2 mos · Bengaluru Area, India

• One of the two business heads, and part of a 4-member leadership team of Ola Financial Services (OFS). Responsible for P&L and overall strategy /execution of two business lines - Credit Cards & Insurance.
• Credit Cards
• Headed P&L. Took it from an idea stage to launch to early signs of PMF. Key things includes:
• 1) Business strategy sign-off by board
• Built the strategy of the card business. This involved studying deeply the existing market landscape (i.e. the existing customers, segmentation, existing P&L etc.), identifying gaps (both consumer need gaps and P&L gaps), building hypothesis on solution, GTM etc.
• 2) Business development for launch
• Launch involved partnering with a credit card issuer and a card network. Involved identifying, evaluating and at same time pitching to get the right partners. Post which closing the commercials and contract (took 6-8 months). Launch also involved cracking 'industry-first' deals with two strategic merchant partners and tactical deals with multiple partners.
• 3) Building launch product along with our multiple partners
• This was extremely complicated. Involved working with and aligning multiple internal and external teams, which had to be influenced. Included various functional teams of our issuer partner, network partner, two strategic merchant partners and many internal Ola teams - as there was deep and custom integration. Add to this regulatory uncertainties (Aadhar ruling, various RBI circulars).
• Personal Loans & Motor Insurance
• Also headed P&L of Personal loans from June to Nov. And Insurance from Dec to March. Work was similar to credit cards. Largely getting sign-off on business strategy and doing business development.

Jun 2017 – May 2018 · 11 mos · Bengaluru Area, India

• Responsible for two business lines i.e. Health Content and Health Data. Both are early stage business lines. Responsible for P&L.
• Content business line has two products, HealthFeed and Medicine Info. We managed to scale the traffic from 0 to 3M MAUs in <12 months, all organic with zero paid marketing.
• Health Data business line has two components, one is providing a consumer-facing Dropbox like product for cloud storage of personal health data - accessible anytime, anywhere from any device. Except that its a vertical product focussed on health. Second was sourcing the underlying health data from a variety of channels, largely from the health ecosystem i.e. the various providers and payers. Today, over 10M health records are accessed by our consumers through the cloud.

May 2016 – Jun 2017 · 1 yr 1 mo · Bengaluru Area, India

• The role of a Chief of Staff is to serve as the bandwidth extension of the CEO. This role would be a success if the CEO feels he can now do >25% more with the Chief of Staff around (of course with the same working hours).
• Part of this was to be the sounding board to the CEO on all things strategy. Part of this was to take end to end responsibility of certain strategic projects. Part of this was to work on new ideas which could potentially be future moonshots for the company. Part of this was to work with a few internal business lines to ensure execution.
• More specifically:
• 1) Owned the below strategic projects:
• a) Re-org design and implementation
• b) Goal setting methodology (called OKRs) design and implementation
• c) Fundraising storyline and deck
• 2) Built business case, like a VC seed pitch, for two new ideas which could be potential moonshots. One of which is being taken up and will be announced soon (in Feb 2018) to the mass media.
• 3) Worked with two internal business lines to help with execution and strategy. These were our pharmacy and lab business lines, both being direct to consumer.
• 4) Helped with the internal strategy and business planning for short and medium term i.e. 1yr and 3yrs respectively. Played the role of a sounding board. Investigated key assumptions behind the plan, and presented my point of view.

Jan 2013 – May 2016 · 3 yrs 4 mos · New Delhi Area, India

• TalentPad aspires to be a more efficient recruiting marketplace, focussed on the white-collar private sector permanent recruitment market in India, roughly a $750mn market. It plans to make the matching more efficient, i.e. by better matching job-seekers with jobs / employers. This is done by capturing detailed and structured data-sets (rather than a free form CV), using data science to identify biases / patterns inherent amongst candidates / employers and capturing more information from job-seekers (esp. at the junior level) in form of skill assessments.
• Helion-funded TalentPad scaled to $1mn+ in annual revenues. It had also acquired a code-assessment platform called OptimizedBits in early 2015, on the lines of HackerRank.

Jan 2012 – Jan 2013 · 1 yr · Gurgaon, India

• The role of an EIR is kind of a trouble shooting role. This involves helping Smile's portfolio companies on both strategy and operations. Strategy includes helping on growth strategy, path to profitability, reviving the business model. Operations includes being a part of the portfolio companies for a defined time period and working on operational execution and getting objective results. I have been involved in latter.
• Assignment 1: Head, Marketing & CRM (8 mo)
• Led a team of 18 within Marketing & CRM for 8 months for Sequoia funded daily-deal biz. This included ensuring ROI on the six forms of Online Marketing (Email, SEM, Social Media, Affiliate, Display, Re-Marketing) and other tactical offline marketing initiatives including Radio, TV, OOH etc. Major achievement being reducing the CPA's to 1/5th while increasing the scale to 2X.
• Also, formulated business metrics as well as departmental wise KPI's. This was to ensure right performance tracking of the business and departments.
• Assignment 2: Head, Operations (4 mo)
• Worked on strengthening the back-end in efforts to prepare to handle increased amount of scale (i.e. orders) in future for Ru-Net funded biz in jewellery space. More objectively speaking, the work was to formulate 3 things (Processes, Systems, Key metrics) for each of the departments. This gave a holistic view of operations across departments within the firm.

Jan 2010 – Dec 2011 · 1 yr 11 mos · Gurgaon, India

• Key Projects:
• 1. M&A Target Identification in Software-as-a-Service space for a Canadian telecom network operator
• 2. Market Entry Strategy for a Japanese information and communication technology major in the Indian social infrastructure space
• 3. Market assessment of digital media in ASEAN countries for a Japanese advertising communications player