Mayank Mishra

Growth operator. I find the specific thing standing between signups and revenue, and then I fix it.

Currently looking for Head of Growth or growth marketing leadership roles — remote, or on-site in Delhi NCR or Bengaluru.

150 → 1,617Activated accounts in 5 months, at 23.5% activation

46.8%Reply rate across 3,808 sequenced outbound messages

12,500+Signups from zero, pre-launch to public launch

$37.5KCAD in paid media across four markets

₹25–30LRevenue built and owned in a business I founded

15+Founders advised on growth and go-to-market

What I’ve owned

VirtUp — B2B consulting marketplace · Head of Growth · 2025–2026

The problem: Signups climbed every week. Paid consultations didn’t. Every dashboard showed a healthy funnel sitting on top of a flat business, and none of them explained the gap.
What I found: I stopped reading aggregates and went to the records themselves — 221 booking records, 28+ sales-call transcripts and raw product exports, read individually rather than summarised. Three separate failures, none of which existed in any report: a publishing bug leaving profiles invisible to buyers, a pitch that varied by rep so conversion varied by rep, and a post-call handoff that lost people after they had already said yes.
What I changed: Rebuilt onboarding around the first, turned the second into rep-level enablement drawn from the calls themselves, and redefined the post-call stage for the third. Wrote a 12-item plan, sequenced it by expected value, and ran it.
The result: Activated, bookable accounts went 150 → 400 → 1,617 in five months — roughly 10x, at a 23.5% activation rate. Marketplace liquidity moved from a 14:1 to a ~7:1 supplier-to-buyer ratio.; Led: a 7-person team across content, analytics and platform, reporting to the founders. Owned the growth number end to end — acquisition, activation, retention, the $37.5K CAD paid budget across four markets, and the brand and positioning the whole thing launched on.

GeoSpace Academy — founder · 2022–2025

The problem: Geology education in India. A real audience, but a niche far too small for paid acquisition to make any economic sense — the cost per acquired student would always have exceeded what a student was worth.
What I found: The size of the niche was the advantage, not the obstacle. It was narrow enough that being the single best answer in it was actually achievable, which is never true in a broad market. That reframed the whole problem from buying attention to deserving it.
What I changed: Built the community as the distribution rather than as the destination, with no paid spend at any point. Ran the full customer lifecycle — enrolment, fee collection, progress tracking, renewal outreach — on integrated CRM and automation.
The result: A 5,000+ member organic community, converted into 1,000+ paid enrollments at a 25% repeat-purchase rate and ₹25–30L in cumulative revenue. Zero acquisition spend, start to finish.; Led: a 15-person distributed team of trainers and telecallers. As founder I owned pricing, margin and retention — the first time the revenue number was mine rather than someone else’s to approve.

Quantum Leap Learning Solutions — business coach & consultant · 2024–2025

The problem: Fifteen-plus founders, no two in the same category, every one of them certain their growth problem was specific to their industry.
What I found: Almost none of them were. The binding constraint was nearly always one of a short list — an offer nobody could repeat back, warm leads with no follow-up, a sales conversation with no framework — and it was visible in the client’s own numbers inside a week. What varied was which one, and that is worth diagnosing rather than guessing.
The result: Across the three engagements that ran to completion: a 70% lift in lead generation and a 35% lift in conversion rate. Every fix came out of that client’s funnel data, not a standard playbook.; Led: several engagements concurrently, presenting findings and recommendations directly to owners and founders — the habit of making a case to someone who can say no.

Beyond The Campus — founder · GIS certification bootcamp · 2024–2025

The problem: GeoSpace proved the model worked once. The open question was whether it was repeatable or whether geology had simply been a lucky niche.
What I changed: Built BTC as the deliberate second run: a project-based GIS certification bootcamp at ₹9,999, with the curriculum engineered around finishing rather than enrolling — because in education the second cohort is sold by the first cohort’s results, and an unfinished course produces no result to sell.
The result: 45 enrolments in the first cohort at a 95% completion rate. The model replicated. I wound both education ventures down in November 2025 to go full-time on growth.