Category Manager - Central

Urban Company is India’s leading at-home services platform, revolutionizing how customers access beauty, wellness, cleaning, repairs, and maintenance.

With a strong tech-driven approach and focus on quality, Urban Company partners with skilled professionals to deliver seamless, trusted, and personalized services at the doorstep.

Website: https://www.urbancompany.com

Moved from intern to owning Training and Partner Quality PAN India for the SPA and Men's Grooming category. On paper: 9 categories, 30+ trainers, 250+ new provider approvals a month. In reality: a much bigger mess than the intern version, and nobody handed me a manual for it.

Trainer efficacy was sitting at 40% when I got here. That's a lot of low-intent providers slipping through, wasting trainer time, showing up in numbers nobody could explain. Didn't have a system for this, so built one, a dual-layer L1/L2 screening setup from scratch, with 5 audit dashboards just so I could actually see where the leaks were. Took a while. Efficacy eventually moved from 40% to around 85%. Wasn't one clever fix, just tracing the funnel properly, stage by stage, until the leaks stopped being invisible.

Did the same thing with SPA batch funnels, day-level RCA, painfully granular. Found two major drop-off stages that were bleeding providers for reasons nobody had bothered to check. Restructured both. Cut each by 45%. Felt anticlimactic when it worked, most good fixes do.

Handholding adherence needed SOPs and a cancellation reversal system, so built those too. Got adherence to 73.56% for SPA and 75.88% for MFM. Reversal raise rate went from 8% to 15%. Small numbers on a slide, but they're the difference between a booking getting saved or lost.

Partner escalations were scattered, no ownership, no real closure loop. Built an NPS and Activity Bot-driven escalation system, along with Partner Quality Dashboards across category and city. Resolution TAT dropped 30%. Provider satisfaction went up 12%. The pool of genuinely good partners grew 10%, which mattered more to me than the other two numbers combined.

Partnered with the product team on something that had been quietly bleeding revenue, providers taking bookings offline instead of on-platform. Chased the friction causing it, fixed what we could, and brought the rate down from 3.3% to 2.4%, roughly a 27% drop.