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Riniki DersanviChief Product Officer

Executive summary / Personal profile

The owner knew the symptom; our form demanded the diagnosis

Portrait of Riniki Dersanvi

Chief Product Officer India

I design bicycle-workshop booking products around what an owner knows before inspection and what the workshop can actually promise.

Open to Board appointments · Advisory roles · Executive opportunities

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01 / Leadership approach

An owner should be able to ask for help without pretending to know the fault. A useful booking tells both sides what has been arranged and leaves the workshop’s qualified judgement where it belongs.

02 / Areas of responsibility

  • Symptom-led service requests
  • Arrival windows and repair expectations
  • Appointment capacity beside parts readiness
  • Product decisions with workshop ownership
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

Evidence from practice

The 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 thirty-minute window described arrival rather than completion
In 2023 we reviewed twenty-four selected workshop visits associated with a thirty-minute booking window.
The available appointment did not reserve the replacement part
A selected 2025 account covered twenty replacement-part requests for which appointment times were available.
The complete case record ↗

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.

In the boardroom

  • Nervashi Cycle CareExecutive presenter without a statutory appointment · 2022 — present

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 Care
The full record ↗

Contact

Product leadership for practical services and a prepared first outside appointment

  • Board appointments
  • Advisory roles
  • Executive opportunities
Write to Riniki Contact page