Leader to Know: Usman Butt

RepairDesk started after I spent time at my brother’s cell phone repair shop and saw how difficult it was to manage repairs without a proper system. A lot of work was being handled through scattered notes, verbal updates, and memory, which meant jobs could get delayed, customer details were hard to find, and inventory was never as clear as it should have been. I realized that repair shops had very specific problems that normal POS systems were not built to solve. That experience pushed me to build software around the real workflow of a repair business, not around assumptions made from outside the industry.

My first real entrepreneurial moment was probably when I stopped seeing those repair shop problems as small daily frustrations and started seeing them as something that could be solved properly. I was watching shop owners and technicians lose time on things that should have been simple, like tracking a repair, updating a customer, or knowing which part was available. That made me curious enough to start asking more questions and eventually start building. Looking back, that was the moment I understood that a good business often starts by paying close attention to a problem other people have learned to tolerate.

Today, I define success by the value we create for the repair businesses that trust us. If a shop owner can save time, reduce mistakes, keep customers updated, and make better decisions because of our product, that is real success to me. Revenue, growth, and market expansion matter, but they are outcomes of solving the customer’s problem well. I still believe the best measure of progress is whether customers feel their business is easier to run than it was before.

I am quietly proud that we built a product from a very real problem and turned it into something used by repair businesses in different parts of the world. It was not created in a boardroom by guessing what shop owners needed; it came from watching the work happen at the counter, in the back room, and during busy repair days. I am also proud that we built the company from Pakistan while serving a global market, because earning that trust was not easy in the beginning. It took patience, consistency, and a strong belief that if the product solved a real problem, customers would give us a chance.

The most energizing moments are when I speak with customers and hear how the product has changed their daily operations. Sometimes it is something simple, like a shop saving time on tickets or inventory, and sometimes it is something bigger, like an owner opening another location with more confidence. Those conversations remind me that we are not just building features; we are helping real businesses become more organized and less stressful to run. They also keep us grounded because the best ideas usually come from customers who are using the product every day.

My day usually starts with reviewing priorities and checking where the team needs support across product, customers, and growth. I spend a lot of time with managers and team leads, making sure we are aligned, removing blockers, and keeping everyone focused on the problems that matter most. I also try to stay close to customer feedback because it tells us where the product is working, where it needs improvement, and what we should build next. Most days are busy, but my focus stays the same, which is to keep improving the product and the company behind it.

In-office works best for our team because we build faster when people can sit together, discuss problems, and solve things in real-time. A lot of our work depends on close coordination between product, support, sales, marketing, and customer success, so being in the same space helps remove delays and misunderstandings. It also creates a stronger culture, especially for younger team members who learn a lot by observing how others think, communicate, and make decisions. For us, the office is not just a place to work. It is where alignment, learning, and momentum happen every day.

When I am not working, I try to spend quality time with my family and disconnect from the day-to-day pace of the business. Building a company takes a lot of energy, so I think it is important to create some space to recharge and think clearly. I also like learning from other founders, reading about business, and paying attention to how different companies solve problems. Even outside work, I usually find myself thinking about people, systems, and what makes a business better.

What keeps me interested is that the repair industry is always changing, but the core problems are still very real. Devices are becoming more complex, customers expect faster updates, and shop owners need better tools to manage everything without feeling overwhelmed. I also like that this industry is made up of hardworking business owners who care deeply about their craft and their customers. As long as repair shops keep evolving, there will always be meaningful problems to solve, and that keeps the work exciting for me.