Deepti
Kodeboyina

SITUATION

After nearly a decade at ChargePoint and a year at Schneider Electric, I saw a fragmented, underserved market: functional health professionals could not efficiently reach patients with chronic illness, and patients had no trusted discovery layer. Existing marketplaces were generic and not built for this vertical.

APPROACH

Started with deep market research and user interviews with both practitioners and patients. Built the strategy around an AI-powered matchmaking model before writing a single line of code. Validated the core hypothesis with a lightweight MVP before committing to full-stack development.

TECHNICAL WORK

Building on modern full-stack architecture with agentic AI components. Experimenting with LLM-driven recommendation and agentic commerce patterns tailored to health intent signals for a vertical niche B2C experience.

LESSONS LEARNED

"Founding is the fastest way to compress 10 years of product learning into 10 months. The lack of a safety net forces clarity."

SITUATION

Inherited a fragmented IoT software portfolio without a unified product strategy. The team lacked an OKR framework, the developer platform was nascent, and there was no clear path to enabling the utility partnerships the business needed to grow.

APPROACH

First 60 days: mapped the portfolio, identified overlapping products, and aligned C-suite on a cohesive platform narrative. Prioritized the SaaS developer platform as the unlock for the utility ecosystem play. Hired strategically — designers and engineers who could operate with autonomy.

TECHNICAL WORK

Launched developer platform with IoT digital twin architecture supporting installers, auto OEMs, and utilities. Integrated Gen AI for installer troubleshooting workflows. Used Figma, Miro, and Jira to significantly compress design-to-delivery cycles.

LESSONS LEARNED

"At large companies, the product work is 30% of the job. The other 70% is organizational alignment — making sure the right people believe in the same future."

SITUATION

ChargePoint was growing fast but the utility partnership program was stuck at a single partner. The developer ecosystem was underpowered and the consumer segment needed a full strategy overhaul. Over 9 years I took on progressively broader charters — from consumer products to enterprise platforms to the full developer ecosystem.

APPROACH

For utilities: built the API platform first, then built the partnership business model around it. For consumer: started with deep user research, redefined the P&L, and shipped with a bias toward measurable outcomes over feature volume. Built teams from scratch each time to set culture from day one.

TECHNICAL WORK

Architected developer platform and API monetization strategy enabling DERMs integration for distributed energy resource management. Launched Charging-as-a-Service SaaS — one of the first in the industry. Drove enterprise customer platform transformation covering licensing, onboarding, and user management for Fortune 500 clients globally.

LESSONS LEARNED

"Nine years at one company is not tenure — it is compounding. Every layer you add makes the next problem more interesting, if you keep choosing harder problems."

SITUATION

PayPal's SMB acquisition was driven by intuition and gut decisions, not data. The funnel was opaque — no one had a clear view of where merchants dropped off or why. Leadership wanted growth but the tooling to understand the funnel did not exist yet.

APPROACH

Built the measurement layer before trying to move the metrics. Created the PROMPT dashboard to make the funnel visible to PMs, marketers, and executives. Once everyone was looking at the same data, running and trusting experiments became far easier. The culture shift came first, then the numbers moved.

TECHNICAL WORK

Designed and launched the in-house A/B experimentation platform that became the global standard for merchant acquisition. Built conversion optimization frameworks across the SMB onboarding funnel. PROMPT dashboard gave real-time visibility into transaction funnel drop-off at every stage.

LESSONS LEARNED

"The 50% revenue number gets attention. But the real win was changing how a 10,000-person organization makes decisions — that outlasted me by years."