How This Candidate Turned Customer Insights into a Game-Changing Product Launch

Yeah. Um, I have a very good example for this. Uh, so when I was working as the corporate accounts, uh, lead, I was interacting with a lot of corporates, and, uh, these corporates were, um, I mean, they, I mean the requirement of these corporates were like thousands of units per year, and, uh. I see that, you know, uh, I mean, by discussing with one of the, one of the largest corporate, uh, I realized that they are not having a product to manage their fleet. And this product I manage their what? Manage their fleet. Fleet, got it. So, um, the, uh, so my product was energy solution. So, to manage the energy solution, they were procuring thousands of, uh, products, but, you know, they were not having one. Uh, platform where, you know, the entire, uh, fleet can be managed, where like they can manage the service time, they can manage the performance, they can check the, uh, you know, when they should do the, what should be the up time, what should be the downtime of their machines. They were not having any kind of, uh, um, uh system with them. And um at that point in time, I had seen that this product is existing in my company with a different vertical. Uh, so I, as soon as I realized that, you know, this, uh, I mean, we have a product which the customers may want. I actually spoke to around, uh, 15 of those, you know, high profile customers, and I said, uh, I mean, I launched actually a survey asking, you know, if they would be interested in purchasing a product like this which would manage their entire fleet, will give them an idea regarding. The fuel economy, we'll give them uh information regarding when their service is due and when, uh, you know, what should be the uptime of their machines and what should be the downtime of their machines. So, and it was a very astounding um positive result. So I took that result and I.

You were saying something. No, keep going. It's fine. OK, so I, uh, took that result and I, uh, reached out to the VP of my business unit and saying that, uh, uh, sir, this is, you know, we have one product with a different vertical and we can adapt that product for our purpose and it would actually generate extra revenue for us and, uh, so that was the, you know, um, um, and I showed the results of the survey. And I, uh, I mean, he approved the project and along with the IT team, I, uh, I mean, we remodeled the product for our product, I mean our, uh, yeah, I mean that, uh, IoT solution for our product and, uh, as soon as that happened, I rolled out with one of the, you know, corporate customers and I saw that he was very happy and he actually paid for that product, uh, that platform. And uh in one year, we could actually sell out to around 100 key accounts. I mean, we rolled out this product with 100 key accounts and it actually helped us increase our profitability. So, uh, there was a significant increase in the revenue and, uh, I would say that it would, it was, uh, I mean, customer was very happy because I was giving them something extra. And uh my company was happy because they did not know that this, uh, this revenue can also be, this product can also be fit in this, uh for this application. So there was a win-win situation in both of uh areas.

Uh, when I was interacting with them, so they were telling that, you know, to my, uh, they did not have any, uh, product which would, uh, I mean, which would manage the entire, uh, fleet of, uh, energy solutions. So they were having issues with, you know, uh, having. Uh, uh, unit specific, like, uh, unit specific, uh, products are they were managing mostly in the Excel, uh, all the activities, and, uh, um, it was more like in this region this person will manage the entire, uh, uh. In that way, OK.

We projected that we could roll out the product to 100 key accounts. Customers were very happy - they were getting something extra. My company was happy because this was new revenue.