Product, AI & Growth Advisory
Product decisions that stand up in the P&L.
We help founders and product leaders decide what to build, where AI deserves investment, and how product decisions turn into revenue, margin and enterprise value.
- Senior-led engagements
- No model or software resale
- Reply within two working days
Product & Portfolio
What should we build, fund, redesign or stop?
Growth & Capital
How do we make this commercially stronger?
AI Transformation
Where will AI actually create measurable value?
When people call us
You probably don't need more consultants. You need a decision.
Portfolio
“We're funding eleven products and can't say which ones earn their place.”
A ranked portfolio with a funding decision on each line, in about four weeks.
Adoption
“Customers buy it, then never really start using it.”
Activation redesigned around a single first outcome, instrumented properly.
Pricing
“Usage keeps growing but our margins don't.”
A price book tied to the value metric, and a migration plan customers accept.
AI
“We have thirty AI ideas and no way to choose between them.”
A ranked AI portfolio with a cost and a baseline attached to each case.
Fundraising
“The deck tells one story and the model tells another.”
A narrative and a model that agree, and a data room that survives diligence.
Growth
“Acquisition works. The economics underneath it don't.”
A growth model tied to the P&L, with unit economics you can show an investor.
If one of these is the conversation your team keeps restarting, that is the one to bring us.
What we do
Three propositions. One team behind them.
Product & Portfolio
What should we build, fund, redesign or stop?
Most companies carry more products than their margin can support, and more roadmap than their evidence justifies. We put a number on each line, name the bets, and write the strategy in language a new joiner can act on — then design the thing itself alongside your engineers.
Product Portfolio Design
Every line mapped by contribution, cost to serve and strategic role. You leave with a funding decision on each, a consolidation plan including customer communications, and a one-page rule for approving future investment.
Product Strategy
Demand segmented, positioning tested against the alternatives your customers genuinely consider, and a four-quarter sequence with dependencies made explicit — plus the indicators that would tell you it needs revisiting.
Product Design
Interface, flow and design-system work from concept to production-ready components, built with your engineers rather than handed over. Research where it changes a decision. Documented reasoning that outlives us.
Growth & Capital
How do we make this commercially stronger?
Growth that doesn't compound is just spend, and a story that outruns its model doesn't survive diligence. We fix the economics first — activation, retention, pricing, margin — then build the model and the narrative that let you raise or report on them with confidence.
Growth Management
The funnel instrumented end to end, activation and retention strengthened before spend increases, and an experiment cadence your team can sustain without us. Channel investment comes last, on purpose.
Financial Strategy & Pricing
Operating model, pricing and packaging, margin structure, and an 18-month capital plan with defined trigger points. Reporting your finance and product teams can maintain together, so board prep stops being an event.
Startup Fundraising
Narrative, model and materials developed together. A diligence-ready data room, a sequenced target list, and preparation for the questions you are hoping nobody asks.
Flagship engagement
Turn AI experiments into measurable operating value.
For businesses with several AI ideas and no clear answer on which deserve investment, we identify, build and measure the use cases most likely to move revenue, cost or decision quality — and say plainly which ones are an expensive way to do something you already do well.
AI Transformation
Where will AI actually create measurable value?
Most AI programmes stall between a convincing pilot and a line on the P&L. We treat AI as a product decision and a capital decision at once: which work a model should touch, how the experience changes once the system is sometimes wrong, what each task costs to run, and what the whole thing is worth when it holds.
Opportunity and portfolio
Candidate use cases scored on value at stake, data readiness and cost to serve, then ranked with a funding decision on each.
Designing for uncertainty
Interfaces for systems that are confident, occasionally wrong and always improving — confidence, correction, escalation, and where a person must stay in the loop.
Build and integration
Evaluation harnesses, data and retrieval work, and a route from prototype to production that survives security, legal and procurement review.
Economics and governance
Unit cost per task, model routing, evaluation over time, guardrails, and reporting your board and auditors will accept without translation.
We do not resell models or seats, and we do not run pilots that cannot state in advance what they would save or earn. Most AI engagements begin with a two-week diagnostic on a single use case.
This practice is led by Anagha Pavgi, whose background is in digital transformation and AI product management across fintech and industrials.
How we work, in full
A complete engagement, published.
Pricing advice is easy to assert and hard to demonstrate. So we published one — the diagnostic, the model, the recommendation and the migration plan — on a composite company assembled from patterns common to Indian B2B SaaS. Every formula is intact and inspectable.
Worked example · Pricing & packaging
Price was set per seat. Value was delivered per job.
Six years of seat discounting left the largest accounts running 73% of the work and paying ₹36 per job, while the smallest paid ₹89. A platform fee plus a declining usage rate reconnects price to the value metric.
+18.9%
ARR at full migration
47 of 84
accounts pay less
3.4× → 1.5×
price dispersion
Composite company · illustrative · no client data
What it shows
- How the diagnostic reframes the question a board actually asked
- The account-level model, with every assumption in a labelled cell
- Why the plan fees are deliberately not round numbers
- The migration schedule, and what capping increases costs in year one
Client engagements
Our client work is covered by confidentiality. We discuss relevant engagements — sector, situation, what changed and what it produced — on a first call, and can arrange references at proposal stage.
Ask about relevant work (opens booking page in a new tab)Why Troia
Design studios tend to stop at the prototype. Advisory firms tend to begin at the spreadsheet. The distance between the two is where strong products lose money, and where sound businesses build the wrong thing.
The team that redesigns your onboarding also sits with you when next year's roadmap is presented to the board, because it is the same argument told to a different audience. Holding both ends keeps us honest: a persuasive model cannot compensate for a weak product, and a well-made product cannot compensate for weak economics.
Every roadmap is, in the end, a plan for allocating capital.
- Portfolio
- Strategy
- Design
- Growth
- Raise
- Finance
Six capabilities on one axis, from the first decision about what to build through to the figures that defend it in a board meeting. AI Transformation runs the length of it.
How an engagement runs
The recommendation is written before we propose building it.
Weeks 1–2
Understand
We review what already exists — metrics, models, roadmaps, recent board material — then speak with the people closest to the decision, including those who see it differently.
Weeks 3–4
Recommend
A single document: the decision, the realistic options, what each would cost, and our recommendation. Yours to act on, with us or without us.
Weeks 5–12
Build
Design, modelling and instrumentation progress in parallel, with weekly working sessions and a clear record of what changed and why.
Thereafter
Transition
We stay long enough to see results hold, then hand over properly — documentation, training, and time for your team to take full ownership.
Ways to work together
Three shapes, priced by decision size.
Diagnostic sprint
A single open question, answered in writing. Suited to moments when a team is divided and the discussion keeps returning to its starting point.
Two weeks · Fixed fee
Embedded engagement
A small senior team works within yours towards a defined outcome — a redesign, a funding round, a repricing. Your people build alongside us throughout.
8–16 weeks · Milestone-based
Standing advisory
Ongoing counsel on consequential decisions: board preparation, pricing changes, senior hires, inbound interest. Two sessions each month, with availability between.
Monthly retainer · Six-month minimum
Who you work with
Senior people do the work. There is no bench.
An operator before an advisor. You meet the person who will do the work on the first call, and she stays on it.
Anagha Pavgi
Co-Founder · Technology Transformation
Anagha works where a transformation programme turns into a product decision. Her career spans digital transformation and AI product management across sectors with almost nothing in common — fintech at one end, industrials at the other, where the data, the constraints and the regulators all behave differently.
That range is the useful part. A model that routes payment exceptions and one that schedules plant maintenance tend to fail for the same reasons, and both are a product problem before they are a technical one. She leads our AI Transformation practice and the delivery side of every engagement.
- Digital transformation programmes
- AI product management
- Financial services and fintech
- Industrials and manufacturing
Working together
Where we add the most value.
A strong fit
- You have revenue, or a specific and credible path towards it.
- A senior sponsor is ready to act on the findings.
- A decision can be reached within a few weeks of the work being presented.
- Your engineering team can be involved from an early stage.
- On AI: you want it applied to a decision, not to a demonstration.
Likely better served elsewhere
- You need additional capacity to deliver a plan that is already settled.
- The work is scoped as a fixed procurement item with limited access to the team.
- The central issue is a disagreement between founders that analysis will not resolve.
- A funding round is weeks away and the financial model has yet to be started.
Start here
What decision is in front of you?
A short paragraph is enough. We reply within two working days, and where another partner would serve you better, we will say so and suggest one.
Received
Thank you — your brief is with us.
We read everything ourselves and reply within two working days. If it is urgent, call +91 89209 98019.