Kaustav Deb Purkayastha

Chief Business Growth Officer at Outsource 360 Business Solutions | Ranked #3 Globally | Helped 10X their business for 600+ clients | Startup Mentor

[Kaustav Deb Purkayastha @catch_gott30320]

𝗔 𝗳𝗼𝘂𝗻𝗱𝗲𝗿 𝗰𝗮𝗺𝗲 𝘁𝗼 𝗺𝗲 𝟵 𝗺𝗼𝗻𝘁𝗵𝘀 𝗮𝗴𝗼 𝘄𝗶𝘁𝗵 𝗮 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 (𝗕𝗗) 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 𝗛𝗲 𝗱𝗶𝗱 𝗻𝗼𝘁 𝗰𝗮𝗹𝗹 𝗶𝘁 𝘁𝗵𝗮𝘁. 𝗛𝗲 𝗰𝗮𝗹𝗹𝗲𝗱 𝗶𝘁 𝗮 𝗴𝗿𝗼𝘄𝘁𝗵 𝗽𝗿𝗼𝗯𝗹𝗲𝗺.

There is a difference. He did not know the difference yet.

He ran a mid-size logistics technology company out of Pune. Founded in 2020. Started as a last-mile delivery tracking tool for e-commerce brands.

Grew quietly into a fuller supply chain visibility platform. Eleven enterprise clients. ₹3.8Cr ARR. A sales cycle that had gotten sharper every quarter.

The kind of business that earns its way into rooms. No flashy funding. No big press moment. Just a product that worked and a founder who showed up.

𝗛𝗲𝗿𝗲 𝗶𝘀 𝘄𝗵𝗮𝘁 𝗵𝗶𝘀 𝗕𝗗 𝗹𝗼𝗼𝗸𝗲𝗱 𝗹𝗶𝗸𝗲 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗼𝘂𝘁𝘀𝗶𝗱𝗲.

Full calendar. Active pipeline. A team that was always in motion. Intros coming in every week from investors, accelerator networks, industry WhatsApp groups. Decks going out. Meetings happening. Partners responding.

𝗧𝗵𝗲 𝗻𝘂𝗺𝗯𝗲𝗿𝘀 𝗹𝗼𝗼𝗸𝗲𝗱 𝗹𝗶𝗸𝗲 𝗺𝗼𝗺𝗲𝗻𝘁𝘂𝗺. 𝗕𝘂𝘁 𝗱𝗲𝗮𝗹𝘀 𝗸𝗲𝗽𝘁 𝘀𝘁𝗮𝗹𝗹𝗶𝗻𝗴 𝗮𝘁 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝗽𝗼𝗶𝗻𝘁.

Follow-ups went quiet. Partnerships that seemed warm in week two were cold by week six. 3 distribution partnerships with regional 3PL players had been in discussion for over 4 months with nothing signed.

The pipeline was full and somehow always empty.

Something felt off.

𝗪𝗲 𝘀𝘁𝗮𝗿𝘁𝗲𝗱 𝗽𝘂𝗹𝗹𝗶𝗻𝗴 𝘁𝗵𝗿𝗲𝗮𝗱𝘀.

𝗧𝗵𝗿𝗲𝗮𝗱 𝟭. 𝗧𝗵𝗲 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀.

His team was chasing volume. 20+ conversations open at any time. Every intro accepted. Every coffee scheduled. Every deck customised.

In logistics tech, this is easy to justify. The sector was moving fast in 2023 and 2024. Quick commerce had rattled the entire last-mile ecosystem. Everyone wanted a tech partner. Everyone was open to a conversation.

So the team had conversations. With D2C brands not yet at the scale to need enterprise tooling. With 3PL operators still running on spreadsheets who were curious but not ready. With potential channel partners whose own businesses were in flux.

None of it was wrong exactly. All of it was expensive.

Time spent wide is time not spent deep. The relationships that eventually close in B2B logistics are rarely the ones that start with the most enthusiasm. They are the ones where someone showed up consistently, understood the other side's pressure, and did not disappear when the timing was off.

He had no framework for which relationships deserved that kind of patience. So the team gave it to everyone. And sustained nothing.

𝗧𝗵𝗿𝗲𝗮𝗱 𝟮. 𝗧𝗵𝗲 𝗿𝗲𝘃𝗲𝗻𝘂𝗲.

Three of the deals he was closest to closing were the wrong deals.

Not bad companies. Not bad people. Wrong fit.

One was a mid-size fashion brand that wanted custom integrations his platform was not built for.

One was a regional grocery chain that needed warehouse management, not visibility software.

One was a freight aggregator whose business model would have made his company a commodity vendor, not a strategic partner.

He knew this somewhere. But the pipeline had been slow for 2 quarters and the team needed a win. So the wrong deals got the best hours.

This is how businesses quietly drift off path. Not through bad decisions. Through understandable ones.

𝗧𝗵𝗿𝗲𝗮𝗱 ��. 𝗧𝗵𝗲 𝘁𝗲𝗮𝗺.

His BD team was 2 people. Both sharp. Both working hard.

But they were operating on deadlines, not direction.

They knew what needed to close by when. They did not know why certain partnerships mattered more than others. They could not have explained the company's BD thesis in a sentence, because there was no BD thesis. There was a target and a date.

When a team does not know what to prioritise, they prioritise what is in front of them. They optimise for activity. They fill the calendar. They look busy. They are busy. Nothing moves.

𝗧𝗵𝗲 𝗿𝗲𝗮𝗹 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝘄𝗮𝘀 𝗻𝗼𝘁 𝗕𝗗.

The BD was reflecting its leader accurately. No filter on relationships. No willingness to walk away from the wrong revenue. No clarity passed down to the team.

BD does not fail because of bad pitching. It fails because of bad prioritisation.

And prioritisation is not a process problem. It is a leadership problem.

𝗛𝗲𝗿��� 𝗶𝘀 𝘄𝗵𝗮𝘁 𝘄𝗲 𝗰𝗵𝗮𝗻𝗴𝗲𝗱.

• 𝗠𝗮𝗽𝗽𝗲𝗱 𝗲𝘃𝗲𝗿𝘆 𝗼𝗽𝗲𝗻 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝗮𝗴𝗮𝗶𝗻𝘀𝘁 𝟭 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻: does this partner help us go deeper into mid-market e-commerce and D2C, or does it pull us sideways? Anything sideways was deprioritised. Politely. Clearly.

• 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝗶𝗲𝗱 𝟱 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 𝘄𝗼𝗿𝘁𝗵 𝗿𝗲𝗮𝗹 𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁. 2 large D2C brands sitting at ₹100Cr+ GMV needing exactly what the platform did. 2 supply chain heads at listed retail companies. 1 logistics-focused VC whose portfolio companies were natural clients.

• 𝗪𝗿𝗼𝘁𝗲 𝗮 𝗼𝗻𝗲-𝗽𝗮𝗴𝗲 𝗕𝗗 𝘁𝗵𝗲𝘀𝗶𝘀. What they were building toward. What kinds of partners accelerated that. What revenue they would decline even if they needed it.

• Gave the team direction, not just deadlines. Weekly conversations about why, not just what.

It took about 4 months to feel different.

𝟲 𝗺𝗼𝗻𝘁𝗵𝘀 𝗹𝗮𝘁𝗲𝗿, 𝗵𝗲 𝘀𝗶𝗴𝗻𝗲𝗱 𝘁𝗵𝗲 𝗹𝗮𝗿𝗴𝗲𝘀𝘁 𝗰𝗼𝗻𝘁𝗿𝗮𝗰𝘁 𝗶𝗻 𝘁���𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝘆'𝘀 𝗵𝗶𝘀𝘁𝗼𝗿𝘆.

A 2-year SaaS agreement with a Bengaluru-based D2C brand doing ₹180Cr in annual GMV. Implementation started last quarter. Referral already in pipeline from the same client's CFO.

Not because the team worked harder. Because they finally knew what they were working toward.

𝗛𝗲 𝗱𝗶𝗱 𝗻𝗼𝘁 𝗱𝗼 𝗺𝗼𝗿𝗲 𝗕𝗗.
𝗛𝗲 𝗹𝗲𝗮𝗿𝗻𝗲𝗱 𝘁𝗼 𝗹𝗲𝗮𝗱 𝗶𝘁.

Growth is not a pipeline problem.
It is a clarity problem.

If your BD feels exhausting and your numbers are not moving the way the activity suggests they should, tell me where you are, what the pipeline looks like, and what you have been chasing.

I will tell you in one conversation whether the problem is the BD or the leadership behind it.

Most leaders who reach out think it is the former.

It is usually the latter.

[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

Productivity is trending today.

Everyone is talking about time management. Morning routines. Deep work.

Nobody is talking about the real productivity killer in most businesses.

The founder spending 4 hours a week chasing invoices that would not be late if the contract had a payment clause.

The agency owner on three calls today explaining to a client why their GST filing is delayed because nobody owns the process.

The startup founder rebuilding the same compliance document from scratch every time a new enterprise prospect asks for it.

This is not a time management problem.

It is an infrastructure problem.

And no productivity framework fixes infrastructure.

I worked with a consulting founder in Delhi six months ago.

On paper she was running a tight operation. Good clients. Consistent revenue. A team she trusted.

In practice she was losing 11 hours a week to things that should have been running without her.

Invoice follow-ups. Compliance chasing. Vendor queries. Contract clarifications.

Not because she was disorganised.

Because the systems that should have handled all of this did not exist.

We built them in eight weeks.

Automated invoice reminders with a late payment clause that meant she stopped following up personally.

A compliance calendar owned by one person with a 7-day advance system for every deadline.

Standard vendor agreements that answered 90 percent of queries before they became calls.

Eight weeks of work.

11 hours a week returned to her permanently.

That is the real productivity conversation nobody is having.

Not how to focus better.

How to stop doing things that should never have landed on your desk in the first place.

If your week regularly includes tasks that feel beneath your role but nobody else handles them, that is not a you problem.

That is a systems problem and systems problems are the easiest thing to fix once someone decides to fix them.

What is the one task eating your week that should not be yours anymore?

DM me. Happy to take a look.

#Productivity #StartupIndia #Founders #AgencyOwners

[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

Most founders I know are one document away from closing a deal they have been chasing for months.

Not one meeting away.

Not one demo away.

One document.

A vendor compliance certificate. A GST registration. An audited financial statement. A properly signed client contract.

Enterprise clients and serious investors do not stall because the product is not good enough.

They stall because the business behind the product does not look real on paper.

I have fixed this for founders across India and globally in under 2 weeks.

If you have a deal that has gone quiet after someone asked for documentation, that silence has a very specific cause and a very specific fix.

DM me. Tell me what they asked for. I will tell you exactly how fast we can get it done.

What document is sitting between you and your next deal right now?

#StartupIndia #Founders #AgencyOwners

[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

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[Kaustav Deb Purkayastha @catch_gott30320]

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