Sri Batchu

Led growth at three of the fastest-growing companies of the 2020s. Ramp hit $100M ARR in two years -- the fastest SaaS company to reach that milestone at the time. Their core argument: Two north star metrics -- one for volume/growth, one for efficiency -- with translation layers connecting sub-team metrics to the NSM. The evidence is specific: Instacart: monthly active orderers (MAO) as the volume NSM, with sub-teams owning metrics like app load time, search queries, and cart-to-checkout conversion, all translated into MAO-equivalent impact. Furthermore, ramp: pipeline driven and payback period as paired NSMs, with growth engineering team supporting sales efficiency through AI automation. Instacart used regression analysis and long-term holdouts to validate that sub-team metric improvements actually moved MAO. In Sri Batchu's own words: "I like having two. One is something around volume and growth and you want that to be, A, very motivating and intuitive for people to understand and also, B, something that the growth teams can directly impact, right?" (Arguing for paired north star metrics at Ramp.)

As head of growth at what was the fastest-growing SaaS company in history ($100M ARR in two years), with prior growth roles at Instacart and Opendoor, Batchu has operationalized prioritization frameworks at hypergrowth scale — where getting prioritization wrong has immediate, measurable revenue consequences. Their core argument: Prioritization frameworks combined with north star metrics create effective alignment. The evidence is specific: Ramp hit $100M annualized revenue in two years — the fastest SaaS company and fastest FinTech company to that milestone. Furthermore, growth engineering team at Ramp shares sales quota — helping find prospects, send messaging, prioritize responses, and draft replies. Ramp's sales automation team was building AI-powered efficiency tools almost two years before AI became a mainstream buzzword. In Sri Batchu's own words: "What's unique to Ramp where the engineers feel ownership of the quota. They're not owning product metrics or what have you, they really do feel accountable for the pipeline driven and the efficiency driven by that team." (On how Ramp's prioritization connects engineering work to business outcomes.)