When Rohan Gurram started building Cliqk, he was not trying to win attention. He was trying to remove friction. That distinction shaped every decision that followed and helps explain why more than approximately twenty-five thousand people are now waiting for access to the platform before it has fully launched.
Rohan understood early that modern marketing was not broken because of a lack of creativity. It was broken because of fragmentation. Founders and creators were expected to operate across social platforms, coordinate creators, run UGC campaigns, manage events, pitch press, and measure results using tools that were often never designed to work together. Even as AI entered the ecosystem, it frequently added complexity instead of removing it, generating content without fully addressing execution.
Rather than building another tool, Rohan focused on infrastructure.
The idea behind Cliqk was to treat marketing as a system rather than a set of tasks. Instead of asking users to learn new workflows or stack more software, the platform was designed to help coordinate everything from one place. Channels connect once. Goals are defined once. Execution happens across platforms, and performance is tracked in real time with reduced reliance on manual stitching.
This framing resonated because it matched how founders actually experience marketing. Most teams are not short on ideas. They are short on coordination, clarity, and time. Cliqk positioned itself as the operating layer that sits above campaigns, content calendars, and dashboards, aiming to help turn marketing into something that could be run rather than constantly managed.
Rohan’s approach to growth reflected the same philosophy, which is why he chose to partner with Ilias Anwar.
Cliqk did not launch with aggressive paid acquisition or broad outbound sales. Instead, it grew through measured, organic distribution among founders, creators, and operators who already felt the pain the product was designed to solve. People shared it because it articulated a problem they had struggled to name clearly. The waitlist grew largely not because of hype, but because of recognition.
Rohan was deliberate about not overexposing the product too early. He treated the waitlist as a signal rather than a vanity, using it to understand who was attracted to the system and why. Builders, creators, and growth leads showed up consistently, suggesting alignment rather than casual users looking for shortcuts. That alignment reinforced the decision to build patiently rather than rush toward early, surface-level adoption.
The growth to twenty-five thousand people was not driven by a single viral moment. It was the result of repeated clarity. Each explanation of Cliqk focused less on features and more on outcomes. Less on what the platform does and more on what it replaces. Over time, the message remained consistent. Marketing should behave like infrastructure, not chaos.
Rohan’s background played a role in this restraint. As a first-generation Indian American founder, he had learned early that visibility without control can be risky. A widely shared death threat aimed at his identity reinforced the importance of owning narrative and building systems that do not depend on constant exposure. Cliqk, in many ways, reflects that lesson. It is designed to help provide users with leverage without forcing them to performative growth.
As the waitlist crossed twenty-five thousand, it became clear that the demand was not just for Cliqk as a product, but for what it represents. Founders are increasingly tired of stitching together tools, agencies, and dashboards that never fully align. They are looking for systems that can reduce decision fatigue and support more coherent execution.
Rohan has been consistent about what Cliqk is not trying to do. It is not trying to replace human creativity. It is not trying to automate culture. It is trying to reduce the operational drag that can prevent good ideas from compounding. AI, in this context, is not positioned as the headline. Coordination is.
The size of the waitlist reflects a broader shift in how people think about AI marketing. The next phase is not about who can generate the most content the fastest. It is about who can execute across channels without losing clarity, intent, or control. Cliqk’s growth suggests that many in the market see value in that approach.
Rohan did not build Cliqk to chase numbers. The numbers followed because the system appeared to resonate.
Twenty-five thousand people are waiting not because they were sold something, but because they recognized themselves in the problem. And that may be one of the strongest early indicators a platform can have before it opens its doors.
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