Ravish Rana

Pen in your hand

First 90 days

Not a philosophy. The specific things I'd do, in order, with the operating rhythm standing up first so everything after it compounds.

Before I assume anything

Week one: what I'd ask you

  1. What decision are you personally the bottleneck on right now?
  2. Which single number, if it moved 10%, changes the year, and who owns it today?
  3. Where does the leadership team quietly disagree that you haven't resolved?
  4. What's the channel bet you're least sure about?
  5. What do you want off your plate in 90 days?
  6. In month one, what would make you glad you hired a chief of staff?

The plan, in three moves

What I'd do, in order

Foundations. Stand up the operating spine.

  1. Install the operating rhythm. Weekly review plus a live tracker, so the numbers have one home and one cadence.
  2. Build the channel-level P&L / EBITDA bridge. The one on the P&L page, on real inputs, owned end to end.
  3. Map the top cross-functional bottlenecks. What's stuck, and exactly who owns each unblock.

Depth. Find the margin and automate the reporting.

  1. Channel-margin deep-dive. Where quick-commerce take rates leak contribution, quantified.
  2. Stand up the decision one-pager system. The one on the Board page, as a running habit for real calls.
  3. Automate the weekly reporting pull with AI. Kill the manual gather so the review runs itself.

Bets. Prioritise, tighten the board, make the first call.

  1. Prioritisation / incubation framework. A clear filter for new bets and SKUs, so we back the few that matter.
  2. Tighten the board cadence and pack. A pack that reads in ten minutes and drives decisions.
  3. First strategic bet memo. One concrete adjacency or city, argued end to end.

Beyond day 90

How the office runs

The cadence I'd keep standing so the review runs itself, and nothing important waits for a meeting to exist.