Deepti Kodeboyina

SITUATION

After years of scaling products inside large organizations, I wanted to test my instincts as a founder and explore emerging AI-driven commerce patterns first-hand. This is an intentional phase of market exploration — validating ideas, building fast, and learning directly from users rather than through layers of process.

APPROACH

Started with the health space — a deeply fragmented market where functional health professionals and chronic illness patients have no trusted discovery layer. Built NirvanaV as an AI health advisor, tracker, and marketplace. In parallel, prototyped a vertical niche agentic shopping agent to explore how LLMs change the commerce experience.

TECHNICAL WORK

Hands-on building with modern AI tooling: Cursor, Replit, Google AI Studio, and Anthropic APIs. Experimenting with agentic workflows, LLM-driven recommendation, and health intent signals for personalized B2C experiences.

LESSONS LEARNED

"Founding compresses learning in a way nothing else does. The absence of process forces you to be ruthlessly clear about what actually matters."

SITUATION

The team at Schneider was building exclusively for B2B resellers and end consumers — a direct model with no partner layer. This meant every new customer type required custom work, nothing compounded, and the business couldn't scale without scaling the team. The opportunity was to shift the strategic lens: stop thinking about end customers only and start building for the partners — solar installers, DERMs providers, utilities — who could make the platform sticky and grow the ecosystem independently.

APPROACH

Made the case to leadership that the real leverage wasn't in adding more direct customers — it was in enabling partners who already had customer relationships. Drove the replatforming decision as the foundational move to support that shift. Prioritized the developer platform as the growth engine: once solar and DERMs partners could self-integrate, the ecosystem could scale without proportional headcount growth. Hired for autonomy and built the team from scratch with that partner-first mindset.

TECHNICAL WORK

Drove replatforming of cloud architecture across three separate environments to support the partner ecosystem model. Launched SaaS developer platform enabling third-party solar and DERMs partners to self-integrate via APIs. Championed and defined AI product strategy — setting in motion execution across three capabilities: (1) Real-time troubleshooting agent for installers, grounded in proprietary documentation and service history to surface accurate resolution paths (RAG architecture); (2) AI-powered install validator using image recognition to verify correct hardware installation; (3) Predictive home energy management intelligence — forecasting energy usage and optimizing storage dispatch for consumers. Spearheaded VPP integration made possible by the partner network, enabling consumers to access utility rebates and incentives.

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 needed to grow both consumer and B2B customer bases simultaneously while building out a partner ecosystem that didn't yet exist. The consumer product was new and needed market awareness. B2B customers faced a slow, fragmented purchase-to-onboarding experience. The developer platform was a cost center with no monetization strategy. Over 9 years, Deepti took on progressively broader charters — from managing growth and marketing to owning SW product and the full developer ecosystem.

APPROACH

Led three teams — Growth & Marketing, SW Product Management, and Developer Experience — each with distinct charters but aligned to the same corporate OKRs. Made the customer journey the organizing principle: mapped the full B2B and B2C purchase cycle, identified the data gaps across sales ops and cloud systems, and drove cross-functional alignment to close them. Took the Developer Experience team from a support function to a productized, monetizable SaaS offering.

TECHNICAL WORK

Executed data transformation across multiple operational systems to create a unified B2B onboarding experience, reducing cycle time by 50%. Productized Developer Experience into a services-based SaaS product — launched globally with a new pricing and GTM strategy that unlocked utility and DERMs partnerships at scale. Built driver LTV dashboards, launched mobile app engagement programs, and ran integrated marketing campaigns across paid search, display, SEO, and social.

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, not data. The checkout funnel was opaque — no one could see where merchants dropped off or why. Leadership wanted growth but the tooling to understand the funnel simply 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 alike. 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. Forecasted targets, instrumented prospect merchant behavior, and reduced cart abandonment on PayPal.com/business.

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."