How Lean Operating Model Helped Our Startup Scale

Ankita Sheth

I have been an avid traveller and have travelled extensively the length and breadth of India. I believe India is many countries within one country. Every 100 km, the dialect changes and every 300 km, there is a new language, new traditions and new experiences.

Sadly enough, staying in tier II and tier III cities was not always a pleasant experience as the level of infrastructure and hygiene varied.

So Vista Rooms was started with an intent to standardize budget hotel accommodation. In less than six months, Vista Rooms is touted to be one of the fastest-growing online budget hotel aggregators in the country with more than 600 properties across more than 75 cities.

During my previous stint at OYO Rooms, I launched its Mumbai operations. Also, my other entrepreneurial venture — Providence World — catered largely to the HR segment,we looked at recruitment across levels for top companies. We had created HR policies, training modules and payroll management systems for our clients. This experience has enriched me in sourcing and retaining good talent at Vista Rooms. My other stints included Stanton Chase, an executive search firm, and Boston Analytics.

At Vista Rooms, we have managed to scale up rapidly and are growing at 300 per cent on a month-on-month basis. While most companies of this scale would have a sizeable team size, Vista Rooms has kept a very lean team. Lean operating model has also helped us operate Vista Rooms at 1/100th of the cost as compared to competitors in the segment. We are even able to stay net positive on every booking. This has helped us scale up rapidly.

Vista Rooms has the largest inventory in tier II and II cities of India. Staying prudent to the cause has helped me stay grounded.

The author is the founder of Vista Rooms

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