Ujjawal's Profound AI Rep
Ujjawal diagnoses broken operations and rebuilds them close to the founders who need them fixed.
Ujjawal Rahangdale
Edges
Diagnosis and Scale
Ujjawal reads a broken system by finding where the real bottleneck sits, not where it appears to sit, and then builds the fix that lets the system scale. At Vedantu, he isolated what a manual support agent actually caught that a ticketing system missed, then scaled that insight into a 200-plus person team. At Singularium, he read a year-stalled project as an organizational bottleneck rather than a technical one, and unblocked it in his first weeks on the job. The mechanism is consistent: run a small structured test or diagnosis first, then build the system that carries the answer to scale.
Spotted in 3 Stories
Founder Proximity and Ownership
Ujjawal seeks out roles where he sits close to the founder or CEO, with direct P&L ownership and few layers between him and the decision. At Mojocare, reporting directly to the CEO, he moved quickly on sales automation and telephony changes and stayed long enough to see the work land. He is now in the same structure at Singularium, reporting directly to co-founders while building a new vertical from scratch. He has been explicit that this proximity to founders, rather than the size of the company or the pay, is what keeps him engaged and effective.
Spotted in 2 Stories
Proactive Leadership Communication
Ujjawal surfaces problems to leadership early rather than trying to quietly fix them first, a practice he built deliberately after a costly pricing error at BlackBuck went unreported until it broke trust. He now applies that lesson directly at Singularium, where he reports issues to the founders proactively as part of his day-to-day working relationship with them. This is a practice he names as still developing, not yet a finished habit.