Senior Manager: Lifetime Value (LTV)

About the Company

BeatO (Health Arx Technologies Pvt. Ltd.) is India's most trusted digital platform for diabetes and metabolic health, built by founders Gautam Chopra, Yash Sehgal and Kunal Kinalekar to close a very real gap: over 200 million Indians live with or are at risk of diabetes, and most have no continuous, affordable way to manage it. BeatO fixed that with a full stack model, combining smart connected devices (glucometers, CGMs, BP monitors), doctor and coach led care programs, and a food and supplements range, all wrapped into a single app experience.

The scale speaks for itself: over 2 million patients, 10 lakh plus device users, a network of 100+ doctors and 200+ coaches, and internationally published clinical outcomes including an average HbA1c drop of 2.16 percent. More than 70 percent of BeatO's users come from Tier 2 cities and beyond, a segment most digital health players never reach. The company has raised over 33 million dollars in Series B funding from Lightrock India, HealthQuad, Flipkart Ventures, Orios Venture Partners, W Health Ventures and Blume Ventures.

BeatO's model depends on people staying, not just signing up. Patients use the app for years to manage a chronic condition, which makes retention and lifetime value the real engine of the business, not a side metric.

About the Role

BeatO is hiring a Senior Manager to own Lifetime Value as a business outcome, not a dashboard. This role goes well beyond pricing and upsell. You will be the person who understands why users drop off, churn, or stop engaging, and who can trace that back to a real fix, whether that fix lives in the product, the care program, the pricing, or the onboarding flow.

In this role, you will:

• Own the metric. Take end-to-end ownership of LTV as a metric, understanding what drives it up and down across the patient journey, from onboarding through years of continued use.
• Diagnose with data. Use data to find where users are struggling or dropping off, and turn that into specific product, program or pricing changes, not just reports.
• Fix through product. Work closely with product and engineering to ship changes that address real user problems, not just monetisation levers.
• Run the experiments. Design and test retention and monetisation plays such as plans, bundles, renewals and win-back journeys, and measure their actual impact on LTV.
• Create the shared view. Build a shared, reliable view of LTV and its drivers for growth, product and leadership to work from.
  

Who We're Looking For

This role suits someone who has genuinely worked on LTV before, not adjacent metrics like acquisition cost or short-term revenue. You understand that LTV is a function of the whole user experience, not just what they're charged, and you've been in the weeds of figuring out why users churn and what actually moves the needle when you fix it.

You'll likely recognise yourself in this:

• You have 4 to 6 years of experience with direct ownership of LTV, retention or lifecycle metrics in a consumer or subscription business.
• You've solved LTV problems by changing the product experience, not just the price or the offer.
• You are genuinely strong with data, comfortable pulling your own analysis and drawing the right conclusion from it, not waiting on an analyst.
• You have category experience in health, wellness, fintech, edtech or another subscription-led, high-retention consumer business.
• You can work closely with product and engineering teams and speak their language, even if you've never written code yourself.

BeatO's business is built on long-term patient relationships, which makes LTV one of the most consequential levers in the company, not a metric buried in a monthly report. You would be joining at a stage where the company has real scale (over 2 million patients) and real investor backing, and where the next big improvement in LTV is still there to be found and built.

This is a role for someone who wants their work to show up directly in the business's core numbers, and who wants to solve problems with product thinking and data, not just pricing tweaks.