Sep 21, 2025
Customer Obsession
A customer’s medicine order was stuck between Mumbai and Bengaluru. I stepped in, fast-tracked delivery, and turned his frustration into company-wide learnings.
Customer-first
Empathy
Ownership
The Challenge
An order stuck between cities, a customer stuck without medicines
At Tata 1mg, I believe design leadership goes far beyond designing screens. It’s about taking ownership of real customer problems—especially in healthcare, where delays don’t just cause frustration, they can put lives at risk.
One such moment came when a long-time customer, Supreet, took to LinkedIn to vent his anger. His post was harsh and direct, even questioning if Tata 1mg had “the right designers.” Instead of ignoring it, I decided to step in personally.
Supreet’s LinkedIn post caught my attention because my team looks after supply chain design. His order updates in the app looked absurd—his medicine was bouncing between Mumbai and Bengaluru multiple times.
For him, it seemed like we were playing ping-pong with his health. The repeated delays, combined with confusing app updates, made him feel unheard and abandoned. His anger wasn’t just about delivery—it was about trust.
My Response
My Response
Reaching out directly, with empathy and urgency
I sent Supreet a connection request with a note:
“I saw your post, and I’d like to help personally. Could you share your order ID and address so I can look into it right away?”
He accepted, shared the details, and trusted me to take ownership. That trust was the first breakthrough.
What I Discovered
What I Discovered
The missing inventory and the endless loop
After escalating internally, I uncovered the root cause:
The medicine was not available in Bengaluru’s inventory and was being sourced from Mumbai.
The order was assigned to a third-party logistics provider who couldn’t locate the Bengaluru delivery address.
Each failed attempt sent the package back to Mumbai, and every back-and-forth was reflected on the app—fueling Supreet’s frustration.
It wasn’t just a supply chain issue—it was a broken experience amplified by poor visibility.
Breaking the Cycle
Breaking the Cycle
Fast-tracking the order and restoring trust
I reached out directly to our Bengaluru logistics team, shared Supreet’s correct address and phone number, and asked them to prioritize his order above everything else.
The team moved quickly, arranged the product, and ensured it was delivered as soon as possible. Supreet finally received his medicine—and updated his LinkedIn post with a thank-you note. That moment of relief reminded me that in healthcare, every hour matters.
Beyond the Delivery
Beyond the Delivery
Turning criticism into constructive feedback
Getting the medicine delivered was only the first step. I then scheduled a call with Supreet, our Product Manager, and our Customer Support Manager.
We wanted to go deeper:
Why did he feel the need to escalate publicly?
Why did his frustration target design?
What could Tata 1mg do differently to rebuild trust?
His feedback touched multiple departments—product, logistics, operations, communication, and design. I compiled it and shared it across teams so his pain could drive meaningful improvements.
The Learning
The Learning
Leadership is about showing up when it matters most
This experience reminded me that leadership is not about defending our work but owning the customer experience end-to-end. Design doesn’t stop at the interface—it extends to how our systems, teams, and processes come together in moments of need.
Supreet’s order remind me that the most powerful design principle is empathy in action—stepping up, taking responsibility, and turning frustration into impact.
FAQ
FAQ
01
What makes your design process unique?
02
Have you worked on MVPs or 0-to-1 product journeys?
03
What is your design process like from research to handoff?
04
How do you handle tight deadlines or scope changes in a project?
05
How do you handle design critiques or conflicting feedback?
01
What makes your design process unique?
02
Have you worked on MVPs or 0-to-1 product journeys?
03
What is your design process like from research to handoff?
04
How do you handle tight deadlines or scope changes in a project?
05
How do you handle design critiques or conflicting feedback?
Sep 21, 2025
Customer Obsession
A customer’s medicine order was stuck between Mumbai and Bengaluru. I stepped in, fast-tracked delivery, and turned his frustration into company-wide learnings.
Customer-first
Empathy
Ownership
The Challenge
An order stuck between cities, a customer stuck without medicines
At Tata 1mg, I believe design leadership goes far beyond designing screens. It’s about taking ownership of real customer problems—especially in healthcare, where delays don’t just cause frustration, they can put lives at risk.
One such moment came when a long-time customer, Supreet, took to LinkedIn to vent his anger. His post was harsh and direct, even questioning if Tata 1mg had “the right designers.” Instead of ignoring it, I decided to step in personally.
Supreet’s LinkedIn post caught my attention because my team looks after supply chain design. His order updates in the app looked absurd—his medicine was bouncing between Mumbai and Bengaluru multiple times.
For him, it seemed like we were playing ping-pong with his health. The repeated delays, combined with confusing app updates, made him feel unheard and abandoned. His anger wasn’t just about delivery—it was about trust.
My Response
Reaching out directly, with empathy and urgency
I sent Supreet a connection request with a note:
“I saw your post, and I’d like to help personally. Could you share your order ID and address so I can look into it right away?”
He accepted, shared the details, and trusted me to take ownership. That trust was the first breakthrough.
What I Discovered
The missing inventory and the endless loop
After escalating internally, I uncovered the root cause:
The medicine was not available in Bengaluru’s inventory and was being sourced from Mumbai.
The order was assigned to a third-party logistics provider who couldn’t locate the Bengaluru delivery address.
Each failed attempt sent the package back to Mumbai, and every back-and-forth was reflected on the app—fueling Supreet’s frustration.
It wasn’t just a supply chain issue—it was a broken experience amplified by poor visibility.
Breaking the Cycle
Fast-tracking the order and restoring trust
I reached out directly to our Bengaluru logistics team, shared Supreet’s correct address and phone number, and asked them to prioritize his order above everything else.
The team moved quickly, arranged the product, and ensured it was delivered as soon as possible. Supreet finally received his medicine—and updated his LinkedIn post with a thank-you note. That moment of relief reminded me that in healthcare, every hour matters.
Beyond the Delivery
Turning criticism into constructive feedback
Getting the medicine delivered was only the first step. I then scheduled a call with Supreet, our Product Manager, and our Customer Support Manager.
We wanted to go deeper:
Why did he feel the need to escalate publicly?
Why did his frustration target design?
What could Tata 1mg do differently to rebuild trust?
His feedback touched multiple departments—product, logistics, operations, communication, and design. I compiled it and shared it across teams so his pain could drive meaningful improvements.
The Learning
Leadership is about showing up when it matters most
This experience reminded me that leadership is not about defending our work but owning the customer experience end-to-end. Design doesn’t stop at the interface—it extends to how our systems, teams, and processes come together in moments of need.
Supreet’s order remind me that the most powerful design principle is empathy in action—stepping up, taking responsibility, and turning frustration into impact.
FAQ
01
What makes your design process unique?
02
Have you worked on MVPs or 0-to-1 product journeys?
03
What is your design process like from research to handoff?
04
How do you handle tight deadlines or scope changes in a project?
05
How do you handle design critiques or conflicting feedback?
Sep 21, 2025
Customer Obsession
A customer’s medicine order was stuck between Mumbai and Bengaluru. I stepped in, fast-tracked delivery, and turned his frustration into company-wide learnings.
Customer-first
Empathy
Ownership
The Challenge
An order stuck between cities, a customer stuck without medicines
At Tata 1mg, I believe design leadership goes far beyond designing screens. It’s about taking ownership of real customer problems—especially in healthcare, where delays don’t just cause frustration, they can put lives at risk.
One such moment came when a long-time customer, Supreet, took to LinkedIn to vent his anger. His post was harsh and direct, even questioning if Tata 1mg had “the right designers.” Instead of ignoring it, I decided to step in personally.
Supreet’s LinkedIn post caught my attention because my team looks after supply chain design. His order updates in the app looked absurd—his medicine was bouncing between Mumbai and Bengaluru multiple times.
For him, it seemed like we were playing ping-pong with his health. The repeated delays, combined with confusing app updates, made him feel unheard and abandoned. His anger wasn’t just about delivery—it was about trust.
My Response
Reaching out directly, with empathy and urgency
I sent Supreet a connection request with a note:
“I saw your post, and I’d like to help personally. Could you share your order ID and address so I can look into it right away?”
He accepted, shared the details, and trusted me to take ownership. That trust was the first breakthrough.
What I Discovered
The missing inventory and the endless loop
After escalating internally, I uncovered the root cause:
The medicine was not available in Bengaluru’s inventory and was being sourced from Mumbai.
The order was assigned to a third-party logistics provider who couldn’t locate the Bengaluru delivery address.
Each failed attempt sent the package back to Mumbai, and every back-and-forth was reflected on the app—fueling Supreet’s frustration.
It wasn’t just a supply chain issue—it was a broken experience amplified by poor visibility.
Breaking the Cycle
Fast-tracking the order and restoring trust
I reached out directly to our Bengaluru logistics team, shared Supreet’s correct address and phone number, and asked them to prioritize his order above everything else.
The team moved quickly, arranged the product, and ensured it was delivered as soon as possible. Supreet finally received his medicine—and updated his LinkedIn post with a thank-you note. That moment of relief reminded me that in healthcare, every hour matters.
Beyond the Delivery
Turning criticism into constructive feedback
Getting the medicine delivered was only the first step. I then scheduled a call with Supreet, our Product Manager, and our Customer Support Manager.
We wanted to go deeper:
Why did he feel the need to escalate publicly?
Why did his frustration target design?
What could Tata 1mg do differently to rebuild trust?
His feedback touched multiple departments—product, logistics, operations, communication, and design. I compiled it and shared it across teams so his pain could drive meaningful improvements.
The Learning
Leadership is about showing up when it matters most
This experience reminded me that leadership is not about defending our work but owning the customer experience end-to-end. Design doesn’t stop at the interface—it extends to how our systems, teams, and processes come together in moments of need.
Supreet’s order remind me that the most powerful design principle is empathy in action—stepping up, taking responsibility, and turning frustration into impact.
FAQ
What makes your design process unique?
Have you worked on MVPs or 0-to-1 product journeys?
What is your design process like from research to handoff?
How do you handle tight deadlines or scope changes in a project?
How do you handle design critiques or conflicting feedback?