Case Studies — Aishwarya Swarup

CS·01

Gaming Cultural IP

SHASN + Macaraccoon

Memesys (Fractional CMO) · Jun 2024 – Present

India's largest tabletop IP with zero international infrastructure. A second board game with no brand equity in any market. Two IPs. Zero infrastructure. One mandate: go global.

$77K / 30 days India's #1 tabletop 4 international markets

Approach

Built global supply chain across India, EU, US, and China from scratch
Designed dual-track D2C + B2B distribution architecture per geography
Launched Macaraccoon on Kickstarter with community-first, creator-led GTM to reduce CAC
Built demand forecasting models aligned with regional adoption curves

Outcomes

$77K crowdfunded in 30 days on Kickstarter
SHASN live and distributing in 4 international markets (India, EU, US, China)
Positive unit economics achieved globally
India's #1 tabletop IP positioning maintained and extended internationally
Macaraccoon community converted into long-term brand advocates

CS·02

Media OTT

Sony YAY!

Sony Pictures Networks India · 2019–2021

Generic kids TV channel competing with digital-first platforms on licensed content alone. No owned IP, no distinct cultural identity. The mandate: build one from scratch.

27% CPE reduction #1 kids category 1B+ interactions

Approach

Developed Sony YAY!'s original digital content IP strategy
Led IMC campaign across ATL, BTL, and digital with unified messaging
Designed YouTube-native shortform content strategy for kids 6–12
Used BARC data for content windowing, scheduling, and gap identification
Built YouTube + Instagram + Facebook analytics infrastructure in-house

Outcomes

27% reduction in CPE across digital platforms
#1 engagement in the kids category
1B+ total brand interactions engineered across all platforms
Sony YAY! established multi-platform identity with owned digital IPs

CS·03

Media Brand

AXN

Sony Pictures Networks India · 2019–2021

Overwhelmingly male viewership. Female millennial audiences negligible. Without meaningful female reach, AXN could not credibly claim India's premium English entertainment positioning.

4L reach 50+ partnerships #1 premium

Approach

Repositioned AXN around shared millennial culture — not gender-coded content
Built the College Contact Program as campus ambassador IP with equal gender reach
Activated 50+ FMCG and lifestyle brand partnerships with female-skew relevance
AXN presence at Comic Con India as annual experiential IP for mixed audiences

Outcomes

4 Lakh direct millennial touchpoints with significantly improved female representation
50+ brand partnerships reinforcing premium positioning
AXN established as India's #1 premium English entertainment brand

CS·04

Foodtech D2C

Swiggy Virtual Kitchens

Swiggy West · Oct 2021 – Nov 2022

Cloud kitchen vertical with a damaged reputation. Restaurant partners distrustful. The mandate: build West India's vertical from scratch and take it EBITDA-positive.

20+ brands EBITDA+ 518% revenue (flagship) 45% AOV lift Negative → EBITDA+

Approach

Rebuilt partner relationships through transparent co-creation
Demand-gap modelling using Swiggy's order data across micro-geographies
Full brand architecture per IP: naming, identity, packaging, menu design
GTM design: launch sequencing, pricing, channel selection per brand
EBITDA stress-tested each brand before scaling

Outcomes

20+ consumer brands built to EBITDA+ profitability
518% revenue growth for flagship brand in the portfolio
45% improvement in average order value across portfolio
Cloud kitchen vertical taken from negative margin to EBITDA-positive
Brands: Oh! Hashi · Wonton Pot · Neapolitan Oven · NYC Burger Co. · Harvest Salad Co. · Kuro's

CS·05

Fintech B2B

Paytm

AGM – B2B Product & Growth, North + West India · Dec 2022 – May 2023

Aggressive revenue targets. Immature team structure, unclear merchant journey, and fragmented processes across North and West India.

B2B GTM built end-to-end North + West India 6-month turnaround

Approach

Redesigned the end-to-end merchant onboarding and success journey
Built B2B product GTM and channel strategy from scratch
Created merchant success KPI framework for field team accountability
Structured and scaled field team activation across North + West India

Outcomes

B2B merchant payment GTM system built end-to-end and operational
Field team structure scaled and KPI-accountable across both regions
Merchant success framework adopted as standard operational process
Revenue targets met within the 6-month engagement window

CS·06

Advisory D2C

Shyaway

Eigenally · 2023–2024

Strong equity with one core segment. No product categorisation for different TGs. Almost entirely online with no retail expansion strategy.

43% retention lift TG-based categorisation Multi-channel expansion

Approach

RFM segmentation and full cohort analysis to identify distinct TG clusters
Created TG-specific categorisation including pocket-sensitive pathways
Redesigned communication architecture per RFM cluster
Campaign strategy targeting each cluster by purchase triggers and churn signals
Developed strategy for digital proliferation and store expansion

Outcomes

43% improvement in customer retention
TG-based website categorisation implemented and live
Communication architecture adopted permanently across all segments
Brand moved toward multi-channel presence (digital + retail)

CS·07

Gaming Operations

SHASN: Global Supply Chain

Memesys (Fractional CMO) · 2026

Scaling India's #1 tabletop IP to 4 geographies simultaneously — each with different fulfilment infrastructure, import regulations, and distributor landscapes.

4-geo supply chain Positive unit economics

Approach

Built end-to-end supply chain across India, EU, US, and China from scratch
Demand forecasting tied to sales velocity data per geography
Localised fulfilment partners and production volume alignment per market
Dual-track D2C + B2B distribution architecture per region

Outcomes

4-geography supply chain operational with positive unit economics
SHASN distributed and selling across India, EU, US, and China

CS·08

Advisory Fractional

Eigenally

Founder · Jul 2023 – Present

Founded to apply cross-sector expertise as a structured advisory and creative practice — working with brands, founders, and early-stage companies on brand strategy, GTM, and cultural IP.

Founder Fractional CMO Jul 2023 – Present

Approach

Founder-led positioning and brand architecture for client companies
Advisory across brand strategy, GTM design, and cultural IP
Fractional CMO engagements and strategic consulting
Cross-sector GTM playbooks for 0-to-1 companies

Outcomes

Practice active with ongoing client engagements since Jul 2023
Fractional CMO at Memesys (Jun 2024 – Present)

CS·09

Foodtech Growth Problem

Cloud Kitchen: The Cold Start Problem

Swiggy Virtual Kitchens · 2021–2022 · Problem level: Easy to Intermediate

A premium cloud kitchen brand launched on a food delivery platform with solid fundamentals — AOV ₹650, 30% discounts, 100 ad clicks/day budgeted. Brand targets: OPD of 20 (Month 1), 35 (Month 2), 50 (Month 3). Actual performance: ad burn ₹0, OPD under 5/day across all three months. Why isn't it moving?

Funnel diagnostics Platform algorithm Cold start fix

Diagnosis — where the funnel broke

Awareness: Search = 0 — brand not displayed in search despite buying ads
Acquisition: Ad clicks under 5 — ad spend not converting to impressions
Activation through Referral: All AARRR stages at zero
Root cause: Prep time logged as 50 minutes vs. platform standard of 20 minutes — algorithm suppressing the listing entirely
Secondary: Ratings at 0, giving the algorithm no positive signal to surface the brand
UI and food QC passed — the problem was operational, not product

Actions taken

Reduced ad spend — pointless to buy traffic that the algorithm won't show
Reduced prep time to platform standard (under 20 minutes) — unlocked algorithm eligibility
Worked with platform to retrain restaurant score via early order incentives and manual review
TOFU reiteration: rebuilt brand listing, images, and menu copy to improve click-through once listing became eligible
Orders began flowing once restaurant score crossed threshold — ad spend resumed at a fraction of original burn

CS·10

Foodtech Growth Problem

Cloud Kitchen: Scaling After the Cold Start

Swiggy Virtual Kitchens · 2021–2022 · Problem level: Intermediate

Same platform, second brand. Post cold start resolution, the brand had achieved baseline orders but plateaued. Ads are running, search visibility is recovered, but growth has stalled. The question shifts from "why isn't it moving?" to "how do we scale?"

AARRR framework Retention & revenue Platform scaling

Framework applied — Contextualise → Identify → Act

Contextualise: Mapped the full AARRR funnel — Awareness, Acquisition, Activation, Retention, Revenue, Referral — to identify where the leak was
Identify: Acquisition was functional; the break was at Retention and Revenue. Repeat order rate was low; average order value was not growing
Act: Rebuilt the retention layer — loyalty nudges, combo pricing, and reorder prompts via platform mechanics

Outcomes

Repeat order rate improved within 6 weeks of retention layer activation
AOV increased through strategic bundling — moved from single-item to combo ordering
Platform algorithm rewarded improved retention signals with higher organic ranking
Playbook systematised and applied across 6 other virtual kitchen brands in the portfolio
Contributed to the broader 45% AOV lift and 518% revenue growth across the Swiggy Virtual Kitchens vertical