Suggestions
Shewali Tiwari
Growth Marketing at Airtel Xstream & Wynk Music - Ex-Uber - Ex- Times
Shewali Tiwari is a content-led growth strategist and marketer with over a decade of experience, currently on maternity leave until December 2024.25 She previously served as Growth Marketing Manager at Airtel XStream and Wynk Music, where she led initiatives to boost app ratings from 3.2 to 4.3 within 30 days through targeted strategies.36 Her LinkedIn profile (username: shewalitiwari) highlights her expertise in growth marketing, brand building, and B2B content.24
Key Achievements
- App rating improvement: Spearheaded a campaign at Airtel that increased app ratings by over 1 point in a month.36
- Content marketing leadership: Joined Airtel in 2019 as Content Marketing Manager for Wynk Limited & Airtel, focusing on user engagement and brand growth.7
- Client growth: During her maternity break, she helped a client grow their LinkedIn followers from 2K to 15K and authored interviews for business publications.5
Recent Activities
- Maternity break projects: Continued consulting work, including LinkedIn growth strategies and thought leadership content.5
- Industry recognition: Received praise for her work, with colleagues describing her strategies as "genius" and "incredible".8
Her career emphasizes data-driven growth tactics, segmentation, and personalized customer engagement.13
Highlights
What if Tesla made bikes?
For me, it's not for the fuel efficiency compared to cars because of course the consumption levels are different, but primarily to expand in newer markets and cater to younger audiences or enthusiasts.
Eventually, all will be electrified - but right now Tesla is catering to a bucket with the greatest impact.
But can be moved beyond? Not sure.
Note: This is not the next value-creation opportunity, just an exploratory idea.

Office politics, especially when it trickles down from the top, is a major problem for those just wanting to do their job.
All of us talk about how it's wearing us down every day, probably because the dysfunctional dynamics tend to favor those who play it.
But can we afford to engage in office politics and wear it as a badge of honor?
It affects us at multiple levels: appraisals to project assignments and even how much weight our opinions carry in meetings.
I once had a boss who thrived on creating confusion within the team and loved stirring up conflicts.
He never resolved disputes openly but instead talked to each person separately, often giving contradictory advice.
The result? Our team turned against each other. Meetings became battlegrounds, with everyone trying to undermine each other.
What did he gain? Probably gossip, a false sense of control or comfort that everyone had to confide in him, forcefully for the minutest of resolution.
Calling that a toxic environment is an understatement.
So when leadership's core purpose is to build teams, set systems, and guide people, shouldn't these softer attributes be a part of some training & development?
Perhaps we can solve this with coaching and workshops for perception management, or mentorship?
I see my friends working in the EU and the system has done so much to safeguard an employee's peace of mind.
There are rules and regulations in place to create boundaries, ensure the security of the job, and even allow employees to call out bad managers without the fear of losing a job or being seen as a troublemaker.
I wonder if this is just a luxury or a pressing need in India.
