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If I had to create a new business for Jeff Bezos, I’d build a closed-loop sustainability platform — essentially a circular economy system using Amazon’s logistics. Customers would buy everyday products that come with built-in return and reuse, so packaging and goods flow back into the system for refurbishing or recycling. It creates convenience for customers, new revenue for Amazon, and addresses one of the biggest global challenges. It’s ambitious, leverages Amazon’s infrastructure, and fits Bezos’ long-term mindset.

I use transparent multi layer framework
Alignment on N% percent rule for each category of features. For ex 30% for user centric, 30% for Product stability and 40% for engineering focused.
Tieing these features to business outcome and product vision that would like to achieve.
Impact vs effort vs risk mitigated like security privacy accessibility.
Deal breaker or proposed by key stakeholder
Customer insights feedback

I designed a FinOps application where cloud consumption was valued not only in money, but in CO2 emission connected to particular instance or service usage. This allowed to run gamification between teams not only on cost reduction, but on how much they can reduce co2 wastage. we called it GreenOps

In my previous role, I led a team to launch a new kit. The team included individuals from product support, segment marketing, sales, and customer support, and we were tasked with launch the product to market within a specific time frame to address a rising demand.

We faced the challenge of managing tight deadlines and aligning cross-functional teams with diverse priorities. To address this, I ensured that everyone understood the key objectives and customer needs, fostering collaboration and creating a detailed project roadmap. I set clear milestones and facilitated regular check-ins to ensure we were on track.

One of the biggest hurdles was getting buy-in from the sales team on the new product's value proposition. I worked directly with sales leaders to develop tailored sales tools and training materials, ensuring the team could effectively communicate the product’s benefits to customers.

By maintaining a clear focus on customer needs and empowering the team to collaborate effectively, we launched the product on time, surpassing adoption targets by 15% in the first quarter. This experience reinforced the importance of strategic planning, transparent communication, and making customer satisfaction a central part of the team’s mission.

The majority of the features we implement is on the customer feedback with exception to maybe health, monitoring, and non functional requirements of the product for example performance.

Right now, we are working on addining AI summaries for additional languages, we were focusing on english but this requirements came from global enterprises we are working with as well as from our strategic roadmap to increase customer acquisition by expending the customer base to non English speaking countries as well it aligned with our go to market strategy to go through partners and channels in different and many in Europe countries. 

There was a quality issue in the field with one of our parts. Quality team was leading the effort to root cause the issue and find a fix. Quality was able to root cause and identify the issue and implement the necessary solution which involved a process change. Anytime a process change is made, we have to make proper documentation no matter how small. Quality was insisting that since change was so small it didn't need to be documented. I disagreed and stated that any change must have proper documentation as it provides traceability and establishes responsibility for the fix and reason. I created the necessary documents to track the change and closed out the issue. There was never a request for the document to be shown but it is always better to be have it if ever needed.

Let me start by asking clarfying questions.

Are you asking about which application I like and why do I like it and how can I improve it ?

 I like instagram as it's available on both the platforms like Ios and android.It has features that are related to the latest generation with ease of use in mind.It has privacy features like multi factor authentication,ability to approve or reject a incoming message from a sender who is not in your followers list.Ability to choose who can follow or if you can unfollow them.It also has personal and privacy mode and various features like reels,IG movies etc.

The thing I would like to focus to improve on is reels.Reels is a feature on instgram which is a short version of videos where you can post dance,acting,messages all type of content in a video format.You can create a video of multiple pictures as well by adding audio,effects etc.However as content creation is more in use people find reels to be more time consuming and also has some content that is too young for the kids as kids are more to be prone to mobile devices.There are two pain points one is that reels show lot of various content that is not suitable for kids and also lot of our friends share lot of reels that end up in the inbox unseen like constant spamming your inbox with shared reels.I will focus on pain point no 1 about having reels content that is not suitable for kids.I would think of having like a filter or a toggle button on to say kids content only when the phone is in hands of a kid that would restrict the adult content and I would message the succes by seeing how many users switched on the toggle and would first release it as beta version to set of users and collect feedback by asking how is our new filter.

In my role leading the launch of that new customer onboarding system, the pressure was really on. We had that tight three-month window and a lean team to build something that would be the first impression for all our new users. One specific hurdle we faced was integrating our legacy customer database with this brand-new system. The data structures were quite different, and initially, the data migration process was proving to be much slower and more error-prone than anticipated. This threatened to push our launch date.

To tackle this head-on, I didn't just delegate. I dove into the technical details with the lead engineer. We mapped out the data fields meticulously, identified the key transformation rules needed, and actually prototyped a more efficient data migration script using Python. This allowed us to automate a significant portion of the process that was previously manual.

Furthermore, to ensure we were building the right thing quickly, we implemented very short feedback loops. We'd build a small piece of the onboarding flow, get immediate feedback from a small group of internal users, and iterate based on their input. For example, early on, users found a particular step in the registration process confusing. Based on their feedback, we completely redesigned that screen within a couple of days, leading to a much smoother experience.

By getting into the technical weeds to optimize the data migration and by relentlessly focusing on user feedback through rapid iterations, we not only overcame the risk of a delayed launch but also delivered an onboarding experience that was significantly more user-friendly than initially envisioned. It was incredibly rewarding to see new customers move through the system so smoothly right from day one. That success really underscored the power of combining technical problem-solving with a user-centric approach

I try to understand their point of view and be open to new ideas. If I listen without being defensive I know  the other party will also listen. That way we can take the best idea from both and come up with great solution.