RWDY
Sector: D2C fashion retail
At a glance
Client: RWDY, the Indian streetwear label founded by actor Vijay Deverakonda, run by Rowdy Wear Pvt Ltd in Hyderabad.
Customer group: Product company, a founder-led consumer brand.
Sector: Retail, direct-to-consumer fashion.
Scope: Single. AI Customer Journey Redesign, in part: we mapped the journey and found where it breaks.
Pillar move: Fix the organisation (Build Intelligent Organisations).
Way of working: An assessment, done in one day.
Team: Ramchand Matta, founder, with FI’s in-house CX Agent.
The shift: From a team that had stopped seeing its shop’s gaps, to one that traced the causes and shipped five fixes within a day.
The opportunity
RWDY asked us for “a current customer experience journey for the brand”. Most of its shoppers arrive as fans, from Vijay’s reels. Its brand line is “Uniform of the Unafraid”.
We added a brand review first, so we could test each step of the shop against what the brand promises.
The challenge
When you have built a shop, you stop noticing where a stranger gets stuck. Behavioural science calls this the curse of knowledge: once you know something, it is hard to imagine not knowing it.
RWDY’s team had this problem, and the causes sat inside their own systems. Shoppers felt it as doubt. They were asked for a phone number before they knew their size, delivery date or full price.
The process
AI Customer Journey Redesign has four steps. We did the first two, using the live site and public evidence only. We mapped the journey as it runs today, then found where it breaks.
We had no sales data, interviews or support tickets, so we took no baseline. RWDY’s team took on the third step, rebuilding the shop.
For the fourth step, measuring, we handed over seven measures.
The solution
Four shoppers, four real tasks
Our CX Agent walked the live site at phone size as four typical shoppers. A fan wanted Vijay’s yellow tee from a reel. An enthusiast checked the Culture line, a gift buyer had eight days, and a Club member wanted to swap a size.
We chose this over a standard checklist review, because a real task shows where a person gives up.
Clear limits for the agent
The agent stopped at the phone-number screen in checkout, so it entered no personal data and placed no order. The shoppers and their scores were labelled as our best guesses. People checked every finding and chose every action.
The brand’s promise as the test
The brand review gave every journey one test: does this step keep RWDY’s promise? The Culture line failed it most clearly. Its ikat and kurta pieces prove the “Indian street culture” claim, yet most of them sat in the sale at 45 to 63% off.
Ready to act the next day
The review opened with one page of findings and first moves. Behind it sat 13 evidence boards and 31 actions ranked by impact and effort. It also marked where AI could help next, such as a fit adviser that learns from returns.
The change in behaviour
RWDY’s team
Within a day, RWDY’s CEO, Mahi Illindra, had reproduced the size-tool finding himself. His team traced each problem to its cause and fixed it.
Since then, the “200+ Artists” claim has gone, and delivery reads 3 to 5 days everywhere we checked. They kept the size tool as it is, on purpose, so that it always agrees with the size guide. They told us why.
Stage reached: action. Our evidence is RWDY’s written report and our own check of the live site. We have not measured what shoppers do.
The impact
For the people: Shoppers now get one size answer where there were three, and a Google listing that matches the checkout.
For the business: No figures yet. Add-to-cart rate, checkout drop-off and size-related returns were not measured before or after.
The handover
RWDY’s team owns the fixes and runs them in-house. They keep six design rules, photo rules, a proposed site map, the ranked actions and the seven measures. Mahi sends us before-and-afters as fixes land.
Lessons and next steps
Our agent got three things wrong or out of date. A search for “vijay” gave two results, where we had reported none. Our page-weight count included Shopify files that RWDY cannot remove.
The reviews we flagged as missing had been taken down on purpose. And the agent could not see causes inside RWDY’s systems, such as a pricing rule of their own that kept Culture in the sale.
Next, Mahi will think about two bigger changes from the review: making Culture the flagship line, and making the Club keep its promise.
In their words
“It found things we’d stopped being able to see.”
