Chief Product Officer / India
What did the confirmation lead the owner to expect?
- Product organisation
- 22 colleagues
- 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
Decisions & consequences
01The repair menu I approved asked the customer to diagnose
In 2019 I approved a booking flow that required owners to select a repair category before their bicycles had been assessed. The menu made routing appear efficient. A person whose tyre was losing air could choose puncture, complete the request and receive a confirmation that looked more definite than what they actually knew.
A selected review of thirty puncture-labelled requests found eighteen tube-related cases and twelve other causes requiring their own workshop assessment. Those counts did not describe the reliability of all bicycles or the competence of the owners. They described the mismatch between our compulsory category and the knowledge available to a person using it. Qualified staff supplied the assessment; product had supplied the misleading question.
Imran and the service colleagues challenged the flow. We spent ₹28 lakh over seven weeks replacing the implied diagnosis with a symptom-led assessment request. Owners could describe the loss of air without claiming a particular cause. The workshop retained inspection, diagnosis, quotation and repair decisions. The product did not offer repair instructions or certify that an owner could continue riding.
I kept my approval in the account because the weakness was not simply an unfamiliar technical edge case. Earlier service-design work had already taught me that a customer’s description and a workshop’s diagnosis are different kinds of knowledge. I had allowed the convenience of a tidy menu to override that understanding when approving the booking product.
The result was a clearer opening exchange, not a demonstrated reduction in repair time or a quantified commercial gain. The selected counts justified changing the question, while the subsequent service outcome remained dependent on qualified assessment and the owner’s agreement. The leadership lesson was to ask what a required answer assumes the customer knows. A completed form should not turn an uncertain description into evidence of a diagnosis simply because the product refuses to proceed without it.
The thirty-minute window described arrival rather than completion
In 2023 we reviewed twenty-four selected workshop visits associated with a thirty-minute booking window. Ten were completed within thirty minutes and fourteen needed longer. The observation exposed a product problem: the confirmation made it too easy for an owner to understand the booked window as a repair-completion promise, even though assessment and the scope of work could still be outstanding.
The workshop needed a way to arrange arrivals and receive bicycles. That operating need was legitimate. The product mistake was allowing the same time label to carry a second meaning without evidence. Owners could plan a return journey or another commitment around an expectation that nobody responsible for the repair had actually supplied.
I worked with Imran and workshop colleagues on a ₹41 lakh programme over ten weeks. We separated the arrival window from the later completion estimate and made the purpose of the visit explicit. Qualified workshop staff retained the assessment and timing judgement. Where the estimate was not yet available, the product showed that state instead of borrowing certainty from the fact that an appointment had been booked.
The selected ten and fourteen visits were not a universal turnaround measure, and the change did not establish that all future owners would understand every timing condition. It corrected the product’s representation of the arrangement. We did not claim a measured reduction in complaints, a faster repair process or additional revenue from the revised wording.
I wanted the booking to remain useful without promising the outcome prematurely. A person can decide whether an assessment visit fits their day when its purpose is clear. That is a different product choice from removing all timing information because the final duration is uncertain. The decision preserved the arrival commitment and placed the completion estimate with the workshop that could responsibly provide it after understanding the work.
The available appointment did not reserve the replacement part
A selected 2025 account covered twenty replacement-part requests for which appointment times were available. Thirteen had the specified part reserved, while seven still required sourcing. Our product’s single readiness presentation made the free time appear to establish the part condition as well. It compressed two different questions into one reassuring state.
The appointment represented workshop capacity to receive the owner or carry out an agreed next step. The part state concerned an additional requirement for the proposed work. A free slot could not reserve a component, establish compatibility or make a supplier fulfil a date that had not been agreed. Qualified workshop owners retained suitability and repair decisions throughout.
We spent ₹36 lakh over nine weeks separating those states in the booking and service account. The thirteen reserved-part cases kept that evidence visible. The seven sourcing cases showed the outstanding condition without being automatically classified as impossible appointments. A workshop could still offer assessment or another clearly agreed visit, but the product could not imply that the specified replacement was ready merely because the calendar allowed an arrival.
The result was a more precise account of readiness. It did not establish twenty completed repairs, a delivery date for the seven parts or a technical approval of the thirteen reserved components. The selected group was evidence for the product decision rather than a claim about the availability of parts across the market.
I asked the team to keep the customer’s practical question in view: what can I reasonably expect when I arrive? The answer needed the appointment and the outstanding condition together. Showing only the calendar concealed the constraint, while hiding every appointment until sourcing finished could remove a useful assessment option. The product choice was to make those alternatives understandable and let the workshop and owner agree the next step with the relevant facts in front of them.