Nikhil Garg

BACKGROUND

I am the Founder of Hexatrash LTD

We build apps and provide software solutions. 

OPPORTUNITY / CHALLENGE

• Building infrastructure
• Setting up back office, hosting and databases.
• Oversight and monitoring of our project

SOLUTION

Online Search

• High ratings
• Good value for cost

Setting up databases, hosting and general developer work. Oversight of these. 

RESULTS & FEEDBACK

Excellent website, excellent infrastructure, excellent communication.

Delivered everything on time, very professional and easy to work with. 

• Virtual Meeting
• Email or Messaging App

Delivery of work, value, communication and professionalism. 

No. all perfect. 

BACKGROUND

Introduce your business and what you do there.

I’m the operations manager of MHHC Enterprises Inc., a diversified holding company with core businesses in warranty and services, reinsurance, and technology solutions through its subsidiaries.

OPPORTUNITY / CHALLENGE

What challenge were you trying to address with Nikhil Garg?

We brought Nikhil Garg on to lead the technology direction for our warranty and reinsurance operations. The primary objectives were to architect and build a claims management platform that could handle real-world scale, reduce manual processing overhead, and integrate with our existing warranty and reinsurance workflows. Beyond pure development, we needed someone who could make high-stakes technical decisions like evaluating whether to build custom or leverage existing platforms — and communicate those trade-offs clearly to non-technical stakeholders.

SOLUTION

What was the scope of their involvement?

Nikhil Garg handled the full technology scope for our warranty and reinsurance operations. The main deliverables included building and maintaining the claims management platform, architecting the backend systems to handle claims intake, processing, and reporting, and leading decisions on our core technology stack. One of the more significant contributions was evaluating whether to build a custom solution or adopt an enterprise platform like Salesforce. Nikhil Garg's recommendation saved us from an expensive mistake and shaped the entire direction of our tech infrastructure. He also managed integrations between our warranty workflows and reinsurance reporting requirements and kept our systems running reliably through ongoing support. Throughout the engagement, he operated less like a hired developer and more like an internal technical lead — owning the roadmap, not just executing tasks. Nikhil Garg built the entire platform from scratch — no off-the-shelf base, no existing codebase to work from. The system was designed to serve four distinct stakeholder groups simultaneously: MHHC as the warranty administrator, dealers selling the warranties, customers holding them, and servicers handling the repair and claims side. Each stakeholder group had its own portal and workflow — so the platform wasn't a single tool but a fully integrated ecosystem with role-based access and separate operational flows built for each user type. On the integrations side, Nikhil Garg implemented PayPal for payment processing within the claims and warranty workflow. He owned the full delivery — architecture, development, and deployment — end to end.

What is the team composition?

We only worked with Nikhil Garg.

How did you come to work with Nikhil Garg?

They were referred to me. I chose them because they offered good value for the cost.

How much have you invested with them?

The project cost is confidential.

What is the status of this engagement?

We worked together from October 2021–June 2025.

RESULTS & FEEDBACK

What evidence can you share that demonstrates the impact of the engagement?

The most significant outcome was replacing a 15-year-old manual process. MHHC had been running their warranty and claims operations entirely on Excel sheets. Nikhil Garg migrated approximately 150,000 existing warranty records into the new platform and transitioned active claims processing — around 10,000 claims — from spreadsheets into a structured, trackable system. The result was full operational visibility across all four stakeholder groups for the first time. Dealers, customers, servicers, and MHHC administrators could now track warranty status, claims progress, and payouts in real time — something that simply wasn't possible in the previous setup. Specific before/after metrics weren't formally tracked, but the structural improvements were significant. Before the platform, MHHC was managing 150,000+ warranty records and claims across Excel spreadsheets — with no audit trail, no real-time visibility, and no way for dealers, customers, or servicers to access their own data without going through staff manually. After go-live, the entire operation shifted to a self-serve, role-based system. Claims could be submitted, tracked, and resolved without manual intervention at every step. The 4+ year duration of the engagement — with no need to rebuild or replace the platform — is itself a strong indicator that the system held up under real operational load. We didn't formally benchmark processing times before and after, so I can't cite a specific percentage improvement. What I can say is that the nature of the process changed entirely — claims that previously required manual data entry, cross-referencing multiple spreadsheets, and back-and-forth between staff were now handled through a structured workflow with built-in validation. Error rates from duplicate entries or lost records effectively became a non-issue once the data was centralized — the system enforced data integrity by design, which the spreadsheet process couldn't do. The volume alone tells part of the story: 1,000 claims and 150,000+ warranty records being managed through Excel is a situation where errors are inevitable. Moving that to a purpose-built platform didn't just speed things up — it made accurate tracking possible for the first time. Moreover, the platform was so smooth that the team didn't have to track everything now. When a claim comes in, we had solid evidence of whether this claim had to be processed or not. It was very difficult. Even the dealers had the full reporting system. They could view their data at any time, which was not possible earlier.

How did Nikhil Garg perform from a project management standpoint?

Project management was smooth throughout the engagement. Nikhil Garg was organized, communicative, and delivered consistently without us having to chase them for updates or follow up on outstanding items. Given the scope — building a multi-stakeholder platform from scratch and then maintaining and evolving it over 4+ years — the fact that the engagement never hit a major derailment was notable. There were no blown deadlines that set us back operationally, and when priorities shifted on our end, Nikhil Garg adapted without it becoming a project management problem. For an engagement of this length and complexity, reliable and low-drama delivery is exactly what you need from a technical partner. That's what we got.

What did you find most impressive about them?

What stood out most was that Nikhil Garg never needed to be managed. With most developers or agencies, you're constantly following up, translating between technical and business language, or discovering problems after they've already become expensive. With Nikhil Garg, that overhead simply didn't exist. They thought like a business owner, not just a developer. The clearest example was when we were evaluating a major platform decision — they came back with a recommendation that saved us from committing roughly $50,000 to the wrong solution. That's not something you get from someone who's just executing a ticket queue. Over 4+ years, they remained our single point of technical ownership. No handoffs, no "let me check with my team," no ramp-up costs every time scope changed. For a non-technical team managing a complex warranty and reinsurance operation, that consistency was genuinely rare.

Are there any areas they could improve?

Nothing significantly impacted the project. If anything, early on, there were moments where more proactive communication on technical progress would have been helpful — as a non-technical team, we sometimes wanted more visibility into what was happening under the hood, not because anything was going wrong, but just to stay informed. That improved naturally over time as we built a working rhythm together. By the later stages of the engagement, it was a non-issue.