JNTU Hyderabad
B.Tech, Computer Science & Engineering
Where I learned to build software.
Senior Director of Operations at Fullsteam
VasudevKuchibhotla.
I grow B2B SaaS businesses profitably. Mostly by asking what the data says.
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I started my career in product, moved into operations and now own the P&L for two software businesses. My focus is growing revenue and margin at the same time, by finding where growth is stuck, fixing it and making sure it shows up in EBITDA.
How I operate.
In June I took over two retail software businesses that needed a turnaround. Churn was up, new logo growth had slowed and competitors were coming in with lower-priced offers. Here’s how I approached it.
- 01 · First weeks
Find where growth is stuck.
In the first few weeks I look at where revenue comes from, where deals stall and where we’re losing customers.
In one business, customers felt the price no longer matched the value, which hurt retention and slowed new sales. In the other, the sales team wasn’t hitting its numbers.
- 02 · Month one
Build the plan and run it.
A 100-day plan tied to the value creation plan, with clear owners, a KPI scorecard and a monthly operating review.
Turnaround plans for both businesses: protect the customer base first, then fix pricing and go-to-market.
- 03 · Months one and two
Keep the customers you have.
Growth is easier when you’re not refilling a leaky bucket.
Put a save motion in place so at-risk customers talk to us before they leave, with targeted incentives to stay. Attrition was under budget within two months.
- 04 · September
Win new logos.
I look at the whole funnel, from lead to closed deal, and fix the weakest step first.
In one business, a simpler signup flow took new logos above plan in September for the first time since January, and new pricing launching in October should add to that. In the other, I restructured the sales team and brought in a new AE and SDR. New logos hit 300% of plan in September.
- 05 · Ongoing
Bring a product lens.
Retention and sales both depend on the product. I started in product, so I work closely with engineering on what to fix and what to build.
In one business, we improved platform reliability and are rolling out new AI features. In the other, we’re rebuilding the product on a modern tech stack so we can ship faster. Both are helping new sales and retention.
- 06 · This year
Lead people through change.
When leadership changes, I keep the team focused on the plan and make sure customers don’t feel the disruption.
One of the businesses went through a leadership change this year. I kept the team focused on the plan through it.
- 07 · The result
Own the number.
None of this matters unless it shows up in revenue and EBITDA. I hold myself to the number every month.
Both businesses are back to revenue growth. And I’ve done this before: in Health & Wellness, revenue was on plan every month and EBITDA margin finished around 1.5x budget.
By the numbers.
A few highlights.
~$10M
Revenue across the two businesses I own the P&L for
1.5x
EBITDA margin vs budget in my last role
8
Countries I’ve led teams across
How I got here.
From product to operations to owning the P&L. Select a role to see what I did there.
Known side effects.
Of working with me.
- I’ll ask what the data says, even in meetings that were going fine.
- If I do something twice, it becomes a template.
- Low tolerance for red on a dashboard.
- Meetings across eight countries. Usually early for someone, often me.
- Chai consumption above budget.
Let’s talk.
If you’re working on something where I could help, or just want to compare notes, I’d like to hear from you.
vasudevk97@gmail.com