Jayraj Misra

I advise on go-to-market, growth, pricing, and operations, and on building and scaling Global Capability Centers.

Raochra is an independent strategy practice. What sets the work apart is how I reach the answer. I pair classic strategy with process mining and a management-accounting backbone, so the recommendation rests on what the data and the unit economics actually show, not on opinion or slideware.

I run focused diagnostic engagements that define the real problem, test the assumptions behind a major decision, and deliver a clear recommendation the team can act on. The calls I help with most:

► Which go-to-market motion to back, and where the funnel is actually leaking

► Whether the pricing model is leaving money on the table

► Where operations break under growth, found in the process data rather than guessed at

► How to set up, scale, or fix a Global Capability Center

If you are weighing a decision you cannot afford to get wrong, that is where I do my best work.

► Business Transition Assignments: Collaborate with clients to establish frameworks for Global Business Services (GBS) and Shared Services Centers (SSC) to enhance operational efficiency. ► Business Optimization: Focus on increasing EBITDA through process optimization and strategic consulting, identifying and implementing solutions that drive financial performance and operational excellence. ► Performance Improvement Initiatives: Conduct finance process assessments to identify pain points and develop tailored solutions that drive measurable improvements. ► GBS/SSC Setup Activities:Perform activity analysis, cost baselining, and location assessments to inform business case creation and target model design.

► Support the design and implementation of operating models that align with client.

Most teams I meet do not have a strategy problem. They have a clarity problem. They are moving fast on a question they

have not properly defined, and the cost shows up a quarter later as work that solved the wrong thing.

My work closes that gap. I run focused diagnostic engagements that name the real decision, test the assumptions it

rests on, and end with a clear, defensible recommendation the team can act on. No eighty-slide deck. One hard

question, answered properly.

I work across go-to-market, growth, pricing, and operations, and on building and scaling Global Capability Centers.

What sets the work apart is how I reach the answer. I pair classic strategy with process mining and a

management-accounting backbone, so the call rests on what the data and the unit economics actually show, not on

opinion.

Most of my clients are founders and PE-backed teams scaling faster than they can think, who would rather get a

decision right before committing than learn the hard way after.