Rajeev Das
Product & Narrative Strategy for Fintech.
Product, narrative, and risk clarity for complex systems, where decisions need to hold up under trust, scrutiny, and scale.
I work with fintech teams as products grow in complexity, when clarity starts to erode, signals become harder to interpret, and decisions need to hold up under scrutiny.
My work focuses on aligning product structure, market framing, and narrative so the business can be understood clearly by users, partners, and external stakeholders, without relying on constant explanation.
You won't find a traditional portfolio here by design.
Most of the value in this work lives in how problems are framed, how assumptions are made visible, and how product and narrative decisions hold up under questioning. That kind of work rarely shows up cleanly in static screens.
It's usually clearer through a short walkthrough or conversation than through polished artifacts alone.
Start a conversationWhen this work becomes necessary
This work usually shows up at inflection points, not because anything is broken, but because growing complexity makes the business harder to interpret with confidence.
- Before fundraising discussions, when the product needs to explain itself externally
- After early traction, when signals start contradicting each other
- When metrics look fine, but conviction weakens across the team
- When explanations change across product, pitch, and conversations
What I focus on
Product structure
How decisions surface, how money moves, and how outcomes resolve, so users and teams don't have to infer meaning or intent.
Narrative coherence
Ensuring the explanation holds across product, website, pitch, and external conversations, without shifting by context.
Trust under scrutiny
Making credibility visible through structure, not persuasion, especially in regulated or risk sensitive environments.
Decision clarity
Reducing cognitive load so decisions can be made confidently, without extended debate or clarification.
In high stake conversations, many strong businesses stall not because the idea is weak, but because the reasoning does not fully resolve. Questions repeat, conviction builds slowly, and explanations shift across discussions.
When that happens, it's usually a signal that product logic, market framing, and narrative structure are not yet aligned, not that the business lacks potential.
When product and narrative drift apart, trust thins quietly.
My work is to realign them before decisions harden and momentum slows.