Shubham Shrivastava

Head of Product · Neoflo.ai

I wanted to build the games I grew up playing.

As a kid I'd come home from school, drop my bag, and go straight to the screen — still in my uniform. Project IGI, GTA Vice City, Total Overdose, Hitman, Contra, Mortal Kombat. I finished all of them. Later in college it was Rainbow Six Siege — 6 to 8 hours straight with friends, no concept of time.

At some point the question shifted from 'what do I want to play next?' to 'how does any of this actually work?' That took me to ICAT Bengaluru for a BSc in Game Development. Three years of Unity, C#, 3D modeling, physics systems, collision engines, shaders, animation rigs.

What the degree actually taught me: the games I'd been playing my whole life weren't made by one person with a good idea. They were the output of game designers, developers, QA teams, producers, artists — all moving together. Building something real is a coordination problem as much as a technical one. That stuck.

A Mini Cooper in a headset — and I knew this was the next thing.

When I was interviewing at AutoVRse, my manager Akash handed me an HTC Vive and told me to try something they'd built — a Mini Cooper experience. I put on the headset. That was it. I walked out knowing spatial computing was where I needed to be.

At AutoVRse I shipped as an individual contributor — an AR game for Mondelez and a VR experience for IFB. Real enterprise deployments, real constraints, real users. It taught me how different shipping something for a headset is from shipping anything else. Hardware dependency makes every assumption expensive.

Then I got to know about Microsoft HoloLens and Mixed Reality. I tried it. That was the Tony Stark moment — holograms in real space, persistent in the physical world, interactive without a controller. If the Vive told me spatial was next, HoloLens told me where it was actually going. That's why AfterNow happened.

At AfterNow we built AN-Prez: multiplayer 3D presentations on HoloLens — shared holograms, spatial annotations, real-time collaboration across physical space. We were building spatial computing before anyone called it a product category. When Apple announced the Vision Pro in 2023, it was the first time I felt like I hadn't been pointing in the wrong direction.

I discovered I was more interested in the problem than the code.

At AfterNow, I worked alongside Simi Shenoy — she was gathering requirements from clients before handing them over for execution. Sometimes we'd sit together and dig into what the client actually wanted to solve for their end users. That was my first real exposure to product thinking.

I noticed something: when requirements were frozen and it was time to build, I was fine. But the conversations before that — understanding the problem, untangling what the client said they wanted from what they actually needed — those intrigued me far more than the coding itself. That realisation led me to Avataar, where I joined as an Associate Product Manager.

Five years. Three products I owned end-to-end. Supernova — a CMS platform for client onboarding. Incarnate — image to 3D using an iOS app. And Velocity — an AI video generation pipeline that cut enterprise production costs by 10–40x and scaled to 25,000 users in six months. Velocity was my baby. All three sat inside the same core problem: how do you make physical products come alive digitally?

Then the work that defined the second half: the Agentic AI Platform for a global healthcare client. The brief was unlike anything I'd built before — take workflow requirements in plain English, deploy AI agents to create the workflow, and achieve the desired goal autonomously. Not a chatbot. Not a copilot. A system that reads intent and builds the automation itself. Multi-agent orchestration before the term was mainstream.

Five years on product visualisation. Time to find the next hard thing.

After five years solving the same category of problem — how do you show a physical product in the most compelling way possible — I wanted a domain where the complexity was different, the stakes were higher, and the workflows had been broken for longer.

Healthcare or finance. Both excited me. Finance won.

Neoflo came at exactly the right moment. A $10M seed round from Lightspeed and Peak XV. A small founding team with a clear thesis: back-office operations — accounts payable, accounts receivable, reconciliation, expense approvals — had not been meaningfully touched since ERPs were invented. Decades of manual work, duct-taped together with spreadsheets and workarounds that everyone had just learned to live with.

I joined as Head of Product and a founding team member. Another 0→1. The difference this time: the problem isn't about making things look better. It's about making entire workflows disappear. AI that actually does the work — invoices matched, exceptions flagged, payments routed — without a human in the middle of every step. Live with first customers. Early signal is good. The chaos is familiar.