Aditya Gaur

Strategy and planning

• Wrote the FY27 Annual Operating Plan and a two-year sales capacity model: individual targets, a mid-market and enterprise team split, and hiring against quarterly logo targets. Run OKRs and the weekly business review.
• Built the financial models for a $2.5M acquisition and the Series A materials. Secured $228K in cloud credits from AWS and Google Cloud, and an AWS co-sell partnership with a $1.2M pipeline.

Pricing and go-to-market

• Split go-to-market by deal size, not by vertical. Enterprise cycles are 4–5x longer, but revenue potential is 5–10x. Added 20 paying mid-market clients at ₹0.74 Cr average ARR in 6 months, and signed 3 large NBFCs and 2 banks (DMI Finance: ₹1.8 Cr run rate).
• Positioned Tartan as an alternative to Western vendors and raised prices 2x, up to 5x, with no revenue loss. Replaced custom contracts with usage bundles and volume tiers: time to close fell from 2+ months to 1–2 weeks, and volume per customer rose 50–53%.

Operations

• Redesigned how 46 engineers across 6 products take client work: one intake queue, priority rules, reserved sprint capacity and a weekly review. Deliveries rose from 9 to 30 per sprint, and client go-live fell from 1.5 months to 2.5 weeks.
• Secured UIDAI OVSE approval with Engineering, Legal, Risk and the regulator. Tartan became one of three offline Aadhaar verification providers in India.
• Cut software vendors from 13 to 4, and moved the company to an AI meeting tool that costs 60% less.

Products built

• PolicyOS (product lead from Jun 2026): an agentic compliance platform, live at a large NBFC, that maps RBI and FCA circulars to policy clauses. Cut a 112-item backlog to 58 and shipped the regulatory change module in 11 weeks.
• Finlog: a billing and revenue assurance platform that replaced a 5–7 day month-end close on up to 77 spreadsheets. Its audit found 39% unbilled usage at one client, and that client's billing rose 64%.
• CRM analytics workspace for the weekly pipeline review. It saves each sales rep 1.5–2 hours of manual reporting a week.

• Moved go-to-market from SMB IT to enterprise security teams, for their maturity, dedicated SecOps staff and automation workload. Added MSSPs as a second segment (Extreme Networks). ARR grew 5x, from €230K to €1.2M.
• Shaped the move from no-code security automation to agentic AI, from buyer demand in deals. Ran the €5M Seed process: pipeline, data room and models across 17 funds, 7 in diligence.
• Built the partner program from zero to 15 partners, including AWS, CrowdStrike and Atlassian, chosen on customer overlap, co-sell access and enterprise credibility. AWS alone added €123K ARR; alliances made a €650K pipeline in 2 months.
• Ran the integrations roadmap with Product, Engineering and Customer Success: 400+ integrations across 60+ vendors. Got places on the AWS, OpenAI and Anthropic accelerator programs.

• Signed 15 partnerships with game studios and distribution platforms. Source-tracked partner channels gave 25% user growth and a 20% quarterly revenue rise.
• Co-wrote the application that won a €2.5M European Innovation Council grant for R&D.

• Chose B2B sourcing from industrial manufacturers over household pickups. Reached ₹40 L monthly revenue by month 9 at 8–9% profit after tax, with a 7-person team.
• Cut operating costs 63% and raised gross margin 10 points in 7 months: 6 recycling partners to 2 on volume pricing, and one logistics partner with off-peak pickups.