Make room for the way a reader follows a page

I approved an automatic crop that made illustrated pages look cleaner on a phone and cut words out of the story. In a selected review of twenty-four pages, nine lost part of a speech balloon while fifteen remained intact. We spent ₹29 lakh over seven weeks restoring a full-page fallback and adding creator preview before adapted views were released. The nine affected pages in that review were corrected. I kept the approval mistake in the account because visual neatness had persuaded me to accept a change to meaning.

I am Aparna Deshvarli, chief product officer of Ravneshi Illustrated Stories in Pune. Our 120 colleagues build digital reader products and publisher workflows, with ₹49 crore FY 2025–26 revenue. I lead twenty-one product colleagues through three leads. Rohan is our chief executive and Nazia leads reader and creator research. Publishers and creators retain editorial and rights decisions; my team should help their work reach a reader without quietly rewriting the visual relationships that make the story work.

Later choices have made the product more flexible. Eighteen adult participants did not agree on a single ideal view: ten preferred guided panels and eight the whole page. We released an optional guide with an available page overview for seventeen pilot titles after creator review, without calling the small study a market preference estimate. We also let a reader prepare one chapter for offline reading instead of requiring a whole volume first. In the selected example, one 20 MB chapter could be downloaded from a six-chapter 120 MB payload. That was a choice about what to transfer, not a compression breakthrough or a promise about every network. I have neither a personal ownership interest nor a statutory appointment. A potential first outside seat would require further learning, assessment and a workable twenty-three-day annual commitment.

Current focus

Illustrated stories with useful choices about view and download

Conversations I welcome

Reader-product leadership and an exploratory first board contribution