Aashay Sanghvi

I'm a senior at Harvard College. I've been on the founding team of Bureau and worked at Notation. I'm always kicking around ideas and looking for interesting people to work with. Here are a few of the things I've been thinking about recently.

Disclaimer: The ideas below are slightly outdated, and I will update soon. Meanwhile, here's what interested me at the end of 2018.


Better Commercial Banking. The jury is still out on whether everyday consumers will switch from legacy brands to challenger or neobanks for checking and savings accounts. On the B2B side, I think startups can bundle additional vertical-specific services around basic treasury management to create an enticing offering. Frank Rotman has some great thoughts on the future of this.The Copernican Revolution in Banking

Distribution-as-a-Service. Customer acquisition is one of the hardest nuts to crack for fintech companies, especially in insuranceInsurance is the most expensive keyword on Google. and lending. I would love to see services that enable fintech intermediaries or large players like insurers and banks to reach their customers more effectively.

Employee Management 2.0. The nature of organizations is continuing to change, and I'm interested in experimentsStripe used to have a program called Bring Your Own Team. Sam Gerstenzang also wrote a really interesting piece on the potential future of organizations. and products that encourage fluid behavior. For example, companies actively prepare to "onramping" new hires, but I think they do a bad job of "offramping" them.

Restructured Restructuring. Restructuring advisory is a growing field within investment banking and finance. Activities include recapitalizations, debt restructuring, creditor advising, and asset sales. Cost of revenue in this sector is almost entirely compensation basedSee pg. 48 in the PJT Partners 2017 10-K., and I wonder if there are ways to productize facets of this business.

Home Furnishings and Lighting. Economies of scale for manufacturing and logistics on both ends of the market has squeezed furniture players in the middle. Are there creative ways for furniture brands to tap into local delivery and logistics networks at scale?

Enterprise Service Marketplaces. I continue to be interested in this because it touches so many aspects of the enterprise.The Unbundling of McKinsey Supply chain consultants and real estate underwriters are two areas that particularly intrigue me.

Tech-Driven Buyouts. Software, or even "software"See WeWork, tends to drive higher multiples on the market. There's a huge opportunity in private equity to buy independent service businesses in fragmented industries, roll them up into one entity, and supercharge their workflows with internal tools (or even the basics like Slack, Intercom, etc). The aggregate is greater than the sum.

Dynamic Yield. Real estate owners and landlords lock in tenants for long durations because it gives them a sense of comfort around their business and long-term yield from assets. But what if new sources of data allowed landlords to better predict revenue with dynamic usage, so maybe they have a co-working space one day and a popup shop the next?


Feel free to get in touch with me at aashaysanghvi[at]gmail.com.

Also, you can find me on the Internet here.