How I work

When I step in

Founder execution is becoming the bottleneck
Ownership is unclear and decisions keep getting revisited
Metrics exist but nobody trusts them
Execution feels heavier than it should

Left unchecked, this slows growth and drains founder time.

What I take ownership of

Execution systems across product, growth, and operations
Revenue visibility and pipeline clarity
Cross-functional decision-making and ownership
Customer feedback loops into product and CX
Founder time, prioritisation, and focus

Closely with founders and core teams. Across functions, not silos. I fix systems, not just outcomes, stay close to execution while building structure, and leave behind systems that run without dependency on me.

Engagement style

A small number of embedded roles at a time. I do my best work where growth is outpacing structure, the team is open to changing how execution happens, and there is real intent to build systems.

Numbers that survive the arithmetic

$1M → $2.6MGMV on managed accounts at Fashinza, 155% YoY

7 → 22Team scaled at Revv Growth against 60% YoY growth

421KUsers served at AstroSure AI as Chief of Staff

3Early to growth stage companies operated as Chief of Staff

Every number here is checkable. Ask me about any of them.

Sound like your company?

Tell me what's slipping. The first conversation costs nothing and usually surfaces the real problem.

letsbuild@yashasvishailly.com Prefer a call? Book 20 minutes · Or start with the diagnostic