---
title: "Sharmini De - Director, Product and Brand Marketing - Prepaid, India & International in Bengaluru | Tal"
description: "Meet Sharmini De, Director, Marketing | Consumer Behaviour and GTM | B2C and B2B | Swiggy · Tanishq · Zivame · Razorpay based in Bengaluru. AI stack includes codex, cursor, and claudecode."
image: "https://tal.club/meet/sharmini-de/share-image"
---

# Sharmini De on Tal

## Headline

Director, Marketing \| Consumer Behaviour and GTM \| B2C and B2B \| Swiggy · Tanishq · Zivame · Razorpay

## About

I don't start with campaigns\. I start with the customer truth that makes the campaign obvious\. At Swiggy, people were not paying for free delivery\. They were paying to stop re\-evaluating the fee on every order\. That distinction took Swiggy One to 1 million subscribers in 14 days at 83% lower CAC\. Tanishq took several weeks of ethnographic work in Tamil Nadu to find three purchase occasions the category had ignored\. Thirty points of market share later, nobody asked why we spent those weeks before jumping into a campaign\. Most recently I built the product marketing function at Pine Labs Prepaid: 22 products, five markets, a Rs\.1,000Cr\+ portfolio, and an AI research system that cut competitive analysis from two days to under an hour\. Consumer, fintech, retail\. Same method every time\. Find the truth, prove it, make it commercial\.

## Location

Bengaluru

## AI stack

codex

cursor

claudecode

## Work experience

Director, Product and Brand Marketing \- Prepaid, India & International at Pine Labs, Sep 2025 \- Present · 1 yr, Bengaluru, 1\. Took a 22\-product legacy portfolio with no product marketing function & 4 months later it had positioning, a sales narrative, and a team that knew how to use both\. 2\. The portfolio ran three go\-to\-market motions at once: enterprise, partner\-led, and direct to consumer\. A lot of my job was making sure we weren't telling all three the same story\. 3\. BharatYatra was a transit card, which is about as unemotional as a product gets\. We stopped selling transit and started selling minutes saved and rewards earned\. Sales went up 3x to 4x on Blinkit and organic search grew 120%\. 4\. Partners understand a proposition faster when they can click on it, so I built a co\-branded card configurator instead of writing another brief\. 5\. Built a competitive intelligence agent into production\. It runs weekly and does in under an hour what used to take, two days\. 6\. Owned the narrative for the Prepaid investor day and represented the category on stage\. The hard part was making the commercial case legible to a room that doesn't work in payments\.

Associate Director \- Product & Brand Marketing at Razorpay, May 2024 \- Sep 2025 · 1 yr 5 mos, Bengaluru, 1\. Success Rate Boosters was never a product problem\. Merchants could not see what a better payment success rate was worth to them\. Put together the narrative, proof points and sales collateral around one number: every percentage point of success rate improvement landed directly in GMV\. That moved the conversation from feature questions to commercial ones\. 2\. Enterprise payment PMs had nowhere to go when building their annual payments plan, so I built it\. Leaders across food delivery, quick commerce and travel used it to shape their strategy, which is a more durable position than any campaign\. 3\. Customer proof at Razorpay was scattered and arriving too late in the deal\. I rebuilt it into a 38\-asset programme across testimonials, case studies and video, sequenced to move enterprise buyers from consideration to conviction\. 4\. Ran multiple flagship events end to end\.

Director \- Product & Brand Marketing at Swiggy, Oct 2023 \- May 2024 · 8 mos, Bengaluru, 1\. Swiggy One was bleeding users and nobody had diagnosed why\. I went into the consumer research before touching the funnel, and the problem turned out to be narrative, not product\. Rebuilt the proposition on behavioral principles rather than discount logic\. 1M subscribers in 14 days, CAC from Rs\.300 to Rs\.50\. 2\. Most of the category was buying growth with discounts\. I moved campaign design to psychology\-led testing instead, took A/B velocity from two experiments a month to eight, and CTR from 0\.5% to 4\.5%\. Other categories adopted it as the default way to build\. 3\. GIRF was not a campaign, it was the brand property Swiggy owned every year, and in 2023 a competitor announced seven days before our launch\. We built and shipped it in 72 hours and went live two weeks early\. AOV moved from Rs\.1,200 to Rs\.3,500, on 2\.5 lakh daily users\. 4\. High\-density residential communities were the most obvious untapped demand at Swiggy and nobody was working them\. I built a hyperlocal engine on WhatsApp groups, community managers and cross\-category incentives\. Order frequency went from 2\-3 to 12 a month, CAC dropped 60%, and it scaled to 200 apartments\.

General Manager \- Product & Brand Marketing at Swiggy, Apr 2022 \- Oct 2023 · 1 yr 7 mos, Bengaluru, Karnataka, India

Senior Manager \- Brand Marketing at Swiggy, Feb 2021 \- Mar 2022 · 1 yr 2 mos, Bengaluru, Karnataka, India

Brand Manager \- Tanishq at Titan Company Limited, Sep 2018 \- Feb 2021 · 2 yrs 6 mos, Bengaluru, 1\. Tanishq was read as an outsider in Tamil Nadu despite being partly Tamilian\-owned\. Forty\-five days of consumer research found three purchase occasions the entire category had missed, and building around them moved market share 30 points\. 2\. COVID shut all 275 stores ten days before Akshaya Tritiya\. We built D2C commerce in under two weeks and turned a Rs\.1Cr month into a Rs\.30Cr festival, a quarter of it from first\-time digital buyers\. 3\. National campaigns gave franchisees nothing they could measure locally, so I built store\-level lead generation across 275 locations\. They started backing it with Rs\.20L of their own money, which is the only endorsement that counts\.

Assistant Brand Manager at Zivame\.com, Feb 2017 \- Sep 2018 · 1 yr 8 mos, Bangalore, 1\. I found women through Facebook apartment groups and asked if I could go through their wardrobes\. Most said yes\. I sat in basement lingerie shops in Delhi with shopkeepers who had never met a marketer\. It was never a price or product problem\. Indian women had no comfortable way to talk about fit without embarrassment, and once that was clear the marketing wrote itself\. 2\. It also wrote a product\. Penny, Zivame's everyday comfort\-wear label, came out of that research, and it took us into trade and took share off incumbents\.

## Education

PGDM, Strategic Marketing and Communications, MICA \| The School of Ideas

Bachelor of Commerce, Business/Commerce, General, Osmania University, Hyderabad

[View the original profile](https://tal.club/meet/sharmini-de)

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