Three leads across product management, design and research
Annual product expense
₹4.6 crore
Includes ₹1.4 crore discovery and product programmes
Service and product career
28 years
Customer research through continuing workshop-product responsibility
A career in chapters.
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2022-04 — present
01
Chief Product Officer
Nervashi Cycle Care
Make the booked arrangement understandable before assessment and service
2017-04 — 2022-03
02
Head of Product
Nervashi Cycle Care
Connect booking questions with the knowledge available before inspection
2012-04 — 2017-03
03
Product Manager
Nervashi Cycle Care
Follow the booking interface into the first workshop conversation
2005-04 — 2012-03
04
Service Designer
Pevralni Service Design
Understand the conversation caused by a form or screen
1998-06 — 2005-03
05
Service-Design Assistant
Pevralni Service Design
Preserve how customers described a practical problem
A broader perspective.
Symptom-led service requests / Arrival windows and repair expectations / Appointment capacity beside parts readiness / Product decisions with workshop ownership
The owner knew the symptom; our form demanded the diagnosis
In 2019 I approved a booking flow that asked bicycle owners to choose a repair before a workshop had examined the problem. A selected review of thirty requests labelled as punctures found eighteen tube-related cases and twelve other causes requiring their own assessment. The owners had supplied the label our product demanded. I changed the flow so they could describe a tyre losing air and request assessment without treating that description as a diagnosis.
I am Riniki Dersanvi, chief product officer of Nervashi Cycle Care in Guwahati. Our software and support help workshops arrange customer requests and communicate the next step. Twenty-two product colleagues work through three leads, while Imran owns workshop-service partnerships and qualified workshop staff retain technical decisions. We do not decide whether a bicycle is safe to ride. My role is to make the booking intelligible to an owner who may understand the inconvenience very well without knowing the component responsible.
Later work exposed two other promises hidden in a simple booking. A thirty-minute arrival window could be read as a repair-completion time, even when an assessment had not occurred. A free appointment could look like confirmation that the required replacement part was available. We separated those conditions instead of asking the workshop to fulfil an expectation the product had created. In a selected 2025 account of twenty replacement-part requests with available appointments, thirteen had the specified part reserved and seven still required sourcing. Both groups could have a time to arrive; they did not have the same readiness for the proposed work. These are fictional product cases rather than repair instructions or measured market outcomes. I hold no statutory appointment. Further governance preparation and a specific assessment would precede any first outside role, with twenty-two proposed annual days.
A request stopped pretending to be a diagnosis
Thirty selected puncture-labelled requests contained eighteen tube-related cases and twelve other assessed causes; the product shifted to symptom-led assessment requests.
An arrival window was not a completion promise
Of twenty-four selected visits, ten were completed within thirty minutes and fourteen needed longer; booking copy and status separated arrival from later completion estimates.
Capacity and a reserved part became separate conditions
Twenty selected requests had available appointments, but only thirteen had the specified part reserved; seven still required sourcing.
Product leadership with technical owners intact
Three leads coordinate twenty-two colleagues within ₹4.6 crore annual expense, including ₹1.4 crore discovery and product programmes.
Current focus
Bookings that explain the next step before promising the result
Conversations I welcome
Product leadership for practical services and a prepared first outside appointment
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of DesignSelnavri Design College · 1998
Riniki asks which promise the owner will hear before approving the confirmation, including when the accurate answer is less conclusive than the simpler screen.
Kavita DervanliFictional Chief Executive, Nervashi Cycle CareThe full record ↗
Contact
Product leadership for practical services and a prepared first outside appointment
