Arun Tyagi
20 years · Three continents · One pattern
Founders stall not because the market isn't there — but because the person who knows how to open it isn't in the room. That’s the only problem Arun solves.
Not a consultant. A builder first.
20 years. Three continents. One pattern — repeated at every scale.
Arun didn’t start as a consultant. He started as a builder. PaperMynt was founded on a simple observation: enterprise retail was running on paper-based reconciliation that no one had replaced. He built the replacement — took Tata Croma paperless across North India, scaled Adidas from 3 stores to 120 in 18 months, cut operating costs by 20%.
What followed was 20 years of the same pattern at larger scale. At Biz2Credit, he structured a joint GTM with TransUnion that rewired how Tata Capital underwrote credit. HSBC India adopted the model and took it global. At OgreLogic, he co-founded the business and led an engagement with Microsoft and Adobe that became a global rollout. At Zaggle, he closed the first global partnership between an Indian spend automation provider and the world’s largest insurance broker.
Companies stall not because the product is wrong — but because the person who knows how institutional relationships actually close isn’t in the room. Praxis is how that person gets in the room.
Before conversational AI was a category, Arun built GTM for vPhrase’s conversational AI product — pre-ChatGPT — and later completed XLRI’s Executive Program in AI transformation. The pattern repeats: AI-native systems only work when they’re designed into the commercial motion from day one, not layered onto a playbook that already calcified without them.
The insight before the outcome.
Every outcome is downstream of a structural observation others missed. Four that define the pattern.
The paper receipt wasn't a consumer problem. It was a broken loop between four parties who had never been on the same platform.
The structural move
The receipt was inefficient because the manufacturer, retailer, enterprise, and consumer each held a fragment of the same transaction — and no platform connected them. The insight wasn't "go digital." It was "close the loop." PaperMynt was built on that single structural observation.
Consequence — Tata Croma paperless across North India. Adidas 3 → 120 stores in 18 months. 20% operating cost reduction.
APAC's MSME lending gap existed because alternate data was fragmented — not because it didn't exist.
The structural move
The opportunity wasn't to build a new lender — it was to build the alternate data stack that existing institutions could plug into. DecisionEdge + Biz2X AI + Karza, layered with post-fund monitoring across telecom triangulation, physical verification, and fraud triggers. Not a product. An institutional operating layer.
Consequence — Tata Capital ₹300Cr → ₹1,500Cr in 18 months. HSBC India adopted the model globally. ICICI, Mahindra Finance, OCBC followed.
Indian fintech was being positioned as cost reduction. The real unlock for global partnerships was compliance infrastructure — not price.
The structural move
No Indian spend automation provider had ever closed a global partnership at Marsh McLennan's scale — because none had been positioned to. Arun built the cross-brand integration model, compliance architecture, and operational trust framework first. The pitch came last.
Consequence — First global partnership between an Indian fintech and the world's largest insurance broker. 30% GTM growth projected at signing.
Enterprise ERP and commerce deployments were slow not because of the platforms — but because every integration between them was being rebuilt from scratch.
The structural move
Co-founded OgreLogic on the view that the integration layer between two well-defined enterprise platforms could be productised — out-of-box APIs replacing custom builds. The insight wasn't technical. It was market structural: the bottleneck was the assumption that the space between platforms had to be rebuilt every time.
Consequence — 3× faster go-live. Adobe India 1.5× revenue, expanded to global rollout. Microsoft 10% ERP market share gain.
Six problems. One growth layer.
These are the situations founders bring to Arun. Each has a defined outcome. None are solved by more marketing spend.
Your product is ready but no institutional partner will take the meeting
Enterprise and financial institutions don't respond to cold outreach or feature lists — they respond to structural fit at the data or compliance layer. The relationship has to be built at the source, not pitched at the symptom.
→ The institutional relationship gets built at the source, not the symptom.
You're the only person who can close an enterprise deal
Every Fortune 500 mandate routes back to the founder because no one else in the room has closed at that level before. 24+ enterprise mandates closed personally — not through agencies, not through referrals.
→ Enterprise GTM comes off the founder's desk, permanently.
Your GTM model works in one market and breaks in the next
Cross-border and cross-brand expansion fails when the commercial architecture wasn't built to travel. The cross-brand model that took Zaggle from a single India account to a global partnership with Marsh McLennan's four brands didn't happen by accident.
→ Architecture designed to expand, not just to close.
Revenue has plateaued and it isn't a demand problem
When growth stalls, the instinct is to spend more on acquisition. Usually the actual blocker is operational precision — reconciliation, controls, trust — not top-of-funnel. Carlsberg's vendor-spend architecture was rebuilt for 3x faster reconciliation and 1.5% direct spend reduction.
→ Fix the structural leak before spending more to fill it.
You built something from zero and don't know how to make it scale commercially
Zero-to-one commercial builds fail when the founder is both building the product and inventing the GTM motion simultaneously, with no precedent. PaperMynt was founded on a single structural observation and took Adidas from 3 to 120 stores in 18 months.
→ Commercial architecture built alongside the product, not after it.
Your partnership strategy requires trust you haven't earned yet
Some deals require the counterpart to believe you can operate at their level before they'll sign — compliance posture, cross-brand credibility, operational trust. That trust architecture was built before the pitch, at OgreLogic and at Zaggle.
→ Trust gets engineered, not requested.
The full commercial stack. Not a specialism.
20 years of closing across the complete revenue function — not advisory across it. The distinction matters.
Closing at the level the founder can't reach alone
GTM built to compound, not just convert
Trust built before the pitch, not during it
GTM designed around AI from day one, not layered on after
Architecture designed to travel across borders and brands
The commercial story built for diligence, not assembled for it
Not what was closed. What changed.
Five engagements. Each one a different market, a different problem, the same operating principle.
01 · Institutional ScaleTransUnion × Biz2CreditInstitutional credit infrastructure · Multi-market GTM · APAC
Situation
MSME lending across APAC was running on fragmented, unverified data. No standardised alternate data stack. Credit decisions were slow, inaccurate, and institution-dependent.
Execution
Structured the TransUnion joint GTM — integrating DecisionEdge, Biz2X AI, and Karza into a full alternate data stack. Post-fund monitoring: telecom triangulation, physical site verification, equipment verification, fraud triggers. Six markets across APAC.
Outcome
Tata Capital restructured lending ceiling from ₹300Cr to ₹1,500Cr in 18 months. HSBC India adopted the model globally. ICICI, Mahindra Finance, OCBC on infrastructure.
02 · Global FirstMarsh McLennan × ZaggleGlobal partnership architecture · Cross-brand · Insurance × Fintech
Situation
No Indian spend automation provider had ever closed a global partnership with a firm of Marsh McLennan's scale. Required cross-brand architecture across all four MM brands — not a single-division deal.
Execution
Built the integration model, compliance posture, and cross-brand architecture before the pitch was made. Required institutional trust at a level that made Zaggle operationally credible as a global partner — not just a product vendor.
Outcome
First global partnership between an Indian spend automation provider and the world's largest insurance broker.
03 · Measurable OutcomesCarlsberg × ZaggleOperational precision · Vendor spend automation · Enterprise controls
Situation
Vendor spend running without transaction-level controls. Reconciliation slow, manual, error-prone. No visibility at MCC level. The setup could not be audited without a fundamental change to how cards were issued.
Execution
Deployed transaction-level card and MCC controls across vendor spend. Built reconciliation architecture to run 3× faster. Controls set at transaction level — not account level — giving Carlsberg line-of-sight into every supplier interaction.
Outcome
A structural change to how Carlsberg managed supplier relationships at scale.
04 · FoundedPaperMyntZero-to-one · Founded · Enterprise retail automation
Situation
Enterprise retail running on paper-based expense reconciliation — slow, error-prone, impossible to audit at scale. No platform unified manufacturers, retailers, enterprises, and consumers on a single spend management ecosystem.
Execution
Founded and built a patent-pending full-stack spend management and audit automation platform. Engagement model, institutional sales cycle, and product iteration all ran in parallel — no playbook, no safety net.
Outcome
Tata Croma: 20 stores paperless, scaled to all North India — built from zero to institutional adoption.
05 · Co-FoundedMicrosoft × Adobe · OgreLogicCo-founded · Cross-platform ERP integration · Global rollout
Situation
Enterprise deployments combining Microsoft ERP and Adobe Commerce Cloud were slow, custom-built, expensive. Every integration was a bespoke project. No out-of-box layer existed to reduce deployment friction at scale.
Execution
Co-founded OgreLogic and led design of a plug-and-play integration layer between Microsoft ERP and Adobe Commerce Cloud. Out-of-box APIs replacing custom builds across the US, MENA, APAC, and OZ/NZ.
Outcome
Adobe India's engagement expanded to a global rollout, and Microsoft gained ERP market share in the segment.
Where the pattern was built.
Not a list of employers. Each stop is defined by the insight it produced.
Quatrro
Global transaction risk · Payments · Banking
The insight
Learned how global institutions absorb structural change. Saw the paper receipt problem for the first time across retail transaction data at scale. The observation that became PaperMynt.
OgreLogic
Co-founded · Enterprise integration · US · MENA · APAC
The insight
Proved the productised middleware thesis across four geographies. 3× go-live. 1.5× Adobe India revenue. Global rollout.
Biz2Credit
Head BD APAC · Joint GTM with TransUnion
The insight
Built the alternate data stack for MSME lending across six APAC markets. Proved institutional credit infrastructure could be rewired from the outside. Tata Capital ₹300Cr → ₹1,500Cr. HSBC global.
PaperMynt
Founded · Spend management · Enterprise retail
The insight
Took the loop-closing observation from Quatrro and built it from zero. No institutional backing. Tata Croma, North India. Adidas 3 → 120 stores.
Zaggle
VP Enterprise Growth · NSE-listed · Pre-IPO
The insight
Repositioned an Indian fintech as a global compliance infrastructure partner. Marsh McLennan. Carlsberg. Daimler BharatBenz. Tata Motors. Zomato. H&M.
Praxis
Co-founded · Fractional CGO · Maharashtra Advisor
The insight
The pattern built across 20 years — available to 4–5 founders per year as a founding partner, not a consultant.
Embedded. Not advisory.
Arun is in the room for commercial decisions, present when GTM architecture is being built — not reviewing it after the fact. That’s the difference between an operator and a consultant.
The work starts with a diagnostic. If there’s a fit — on problem, on stage, and on whether the founder is ready to build rather than just plan — the engagement is structured within two weeks. If there isn’t, that’s said directly.
| Role | Fractional CGO |
|---|---|
| Structure | Equity + Retainer |
| Typical length | 6–12 months, 3-month minimum |
| Capacity | 4–5 founders per year |
| Stage | 0-to-1 · Pre-scale · Series-ready |
| Mode | Embedded · Quasi-founding partner |
| Entry point | 45-minute diagnostic |
One conversation. 45 minutes.
Bring the problem as it actually is. Arun will tell you what he sees, what he’d do about it, and whether there’s a fit. If there isn’t, that will be said directly.
Praxis takes 4–5 founders per year. If there’s capacity, there’s a conversation.