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of all the apps on my phone, i probably would find difficult to go through my day to day life if i didnt have Whatsapp on my phone. I really admire the way Whatsapp as a platform has evolved. It was probably one of the main reasons why people in India were first exposed to Internet and smartphones in the first place. It enabled simple communication between peers, creation of micro communities in the form of groups, removes barriers of language by introducing voice chat, voice calls and video calls, and now have also introduced payments and B2B marketing tools. So without this app, it would be really difficult for me to stay in touch with my family or work group of even the business i do right now. If i were to improve on something, i'd love to see how the whatsapp AI evolves. Currently it has a very limited functionality - maybe write some texts, answer simple questions, draw some images etc. Since this is one of the most important app for me on my phone, i'd like it to evolve as a personal assistant for me, taking notes, blocking calendar meetings, finding things on internet etc 

As Program Manager my biggest achievement was leading the development of a complex electromechanical module for HP. The project consisted of developing and producing a huge electromechanical module for a high-speed large format printer.

I was in charge of overseeing the entire Product Development Process, from requirements gathering and solution design to development, testing, deployment, and mass production release.

The Key aspects of this project included

1.Strategic planning: I developed a plan including the project Objectives, scope, and deliverables, as well as timelines, milestones, and resource requirements.

2.Stakeholders management: I engaged with key stakeholders such as business leaders, external vendors, and customers to keep them all on the same page, ensure alignment, and address concerns.

3.Risk Management: Identifying potential risks and challenges associated with product performance, compatibility with external modules, material availability, etc.

4.Collaboration and Communication: I facilitated collaboration and communication among cross-functional teams involved in the project, including engineering, operations staff, and materials, to ensure alignment.

5.Quality Assurance: Implementing robust testing processes and quality assurance measures to ensure reliability and performance.

6.Mass production release: Worked with all operational teams to ensure material and factory readiness to launch the program to mass production

Finally, the project was released on time and satisfied all stakeholders, internal and customer. This reinforced the importance of clear and transparent communication between stakeholders to drive successful technical outcomes and foster a collaborative team environment.

What I hope to achieve in my product management career is creating lasting value for the planet. I hope to have a significant opportunity to create technology and release innovation that improve's the quality of people's lives, the efficiency in which we move, exist and advance humanity as a whole.

In my last role I had to make a UX decision about the product that will balance functionality for the user without compromising performance. After testing a few options and validating it with internal stakeholders I released the updated UX, but then the CEO (who was a heavy user of the product) was against that change. I saw down with him and explained my reasoning and the process that I took to validate the solution, and gave him the option to try it himself on an early version. Once he saw the big picture he agreed that my solution was the right approach, but asked that next time I will consult with him before releasing changes like this. 

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.

When thinking about market value, it's important to think about the total addressable market. I see four major types of users:

1. Professionals who need a high degree of mobility - Police and security, Couriers, etc.

2. Tourists who want a special experience and to cover much ground.

3. People who need assistance with mobility.

4. Tech forward adopters who want to always use the latest technology and gadgets, but who aren't necessarily required to have them to function day-to-day.

While these groups are not mutually exclusive, their needs and drives are quite different.

Next I would want to think about the US population that's available for each of these groups. From this list, I'd want to prioritize Professionals and those with Mobility. They are both durable users who will regularly use a solution. Tourists are occasional users. And tech early adopters are a smaller group due to requiring high discretionary income. 

While mobility could open up some new product potentials, and have a different funding source (e.g. insurance providers) I'm going to set them aside and focus on professionals.

Within the professional group, I'd further break it down to outdoor / indoor users and professional / private users. Next, I'd try to define the market size potential for each. This would be influenced by the context and ability to buy Segway products or get company or governments to pay for them. 

From there, I'd figure out the total addressable market for Segway products, make an assumption about penetration rates and net income per user, and apply a multiple to come up with the total market value.

Situation:
While working on the CloudGate (CASB) program at Oracle, I had to collaborate closely with a lead engineer who was highly technical but often resistant to input from non-engineering stakeholders, including program managers like myself.

Task:
Our shared goal was to integrate CloudGate’s policy engine with a third-party SaaS provider under tight deadlines for a compliance milestone. Coordination was critical, but communication friction risked delaying delivery.

Action:
I focused on building mutual respect by first acknowledging his technical expertise and then shifting our interactions to be data- and goal-driven. Instead of pushing process, I came to discussions with clear risk/impact scenarios and timelines tied directly to customer and audit deadlines. I also adapted my style—fewer meetings, more async updates with technical clarity—which matched his preference. Gradually, we established a working rhythm built on outcomes, not personalities.

Result:
We delivered the integration on time, passed the compliance audit, and by the end of the project, had built enough trust that he started proactively surfacing risks to me before I had to ask. The experience reinforced for me that adapting communication style and focusing on shared goals is often more effective than trying to change personalities.

I stand out because I combine operational depth with a transformation-focused mindset. At Mercer, I didn’t just manage benefit renewals—I identified inefficiencies and built solutions, like a global provider template that boosted data accuracy from 50% to 95%.

I also simplified complex reporting processes, saving over 15 hours per client while improving quality. What differentiates me is that I don’t wait for problems to escalate—I proactively redesign processes, engage stakeholders, and deliver scalable outcomes.

That mindset of continuous improvement and strategic thinking is what helps me make a lasting impact.

During my career I manage a large number of projects, but one of the most challenging ones was the development and launch of a Telematic Control Unit for an important car maker in Japan. The project is important to me due to technical challenges we faced, the skills I applied and the impact on the company.

As Program manager my role was to lead a cross-functional team including Design Engineers, SW Engineers, Operations teams, Material procurement teams, quality and logistics, among others to successfully launch the product to mass production.

First, I kicked-off the project. For that, I shared with the team the project scope, the goals to achieve, I shared the project plan with key milestones and defined the roles and responsibilities for the different team members.

During execution, to maintain a clear communication, I set up design review sessions with the entire engineering organization to ensure everyone was aligned and fixing potential issues in advance. Besides, I led a weekly core-team meeting where we assigned tasks to team members, and setting clear deadlines for each task. To make these tasks easier to manage, I made sure tasks were broken down into manageable sizes with clear descriptions and acceptance criteria. This helped the team to stay focus on their deliveries and maintain speed.

Another important part was to manages Risks. I worked with the team to identify and classify possible risk that might impact to the project deliverables. We defined a Risk matrix to monitor during the development process, and also a project board with the main KPIs to achieve during each stage of the project.

To ensure quality, we defined different testing processes focused on the design, and the process. We installed specific quality check for the documents and devices delivered for each of the milestones of the PDP, as well as a clear quality control in mass production.

Finally, for transparency, I reported on monthly basis to our company leaders and customer about the project status, focusing on Timing, cost, quality and scope.

By employing these strategies, we successfully launched our module on time matching with all the requirements defined by our customer. This was a great example of teamworking, and taught me the importance of breaking down large projects into smaller and easy to manage pieces. Transparent and clear communication was also a great lesson learned. This approach helped me to improve in leading teams through complex problems.