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When I enter a project with stakeholders who have different opinions, I first focus on understanding their perspectives and the underlying reasons for their views. I make sure to listen actively and ask clarifying questions to fully grasp their objectives and concerns.

For example, during a product launch, I had stakeholders from sales who wanted to push the launch date forward to capitalize on a market opportunity, while the R&D team was concerned about product readiness. To resolve this, I gathered market research data showing the potential revenue increase if we met the original timeline, and I also worked closely with R&D to understand their concerns about product quality. Although there were some objections, I presented a compromise that would allow us to meet the market demand by focusing on a phased rollout. I used financial projections to show that an earlier launch would indeed bring a strong return, while also addressing the R&D team's concerns by proposing additional quality assurance checks before full-scale distribution. This data-driven approach helped us reach a consensus, allowing the launch to happen on time while maintaining product integrity.

Throughout the project, I kept everyone updated with regular communications and used metrics to track our progress against goals. This transparency helped maintain alignment, even when issues arose, and allowed us to quickly address concerns and stay on track.

At Auctane, I had a senior dev working on tech debt, this was critical for some small segment of customers and my PM was looking forward to it being devliered. A churn happend on other team and they had a higher priority project. That EM approaced me to help him deliver the project. I had to reshffle the resource and had to push back on the timing for this tech debt project . The compramise I made was to put hold the project we had been working and convince my PM that this was most optimal approach for the company.

I see myself as a generalist product manager with the ability to deliver across diverse domains while leveraging specialized knowledge when needed. My work spans industries such as edtech, health tech, and DevOps, each demanding unique approaches and strategies.

At KodeKloud, I owned the product vision for KodeKloud Engineer, driving user acquisition up by 15% and achieving 80% of KPIs. I collaborated with cross-functional teams, navigating technical and operational challenges to enhance user engagement by 25%. This required broad expertise in user behavior, community engagement, and technical execution.

As the CTO and Co-founder of Minbo Health Technologies, I scaled the platform from zero to over 10,000 users, leading a team of 20. This role demanded a comprehensive understanding of technology, user experience, and operational efficiency.

When necessary, I focus deeply on specific challenges. For instance, at QuestMath, I revamped interfaces and introduced gamification, boosting engagement by 35% and reducing support tickets by 30%. These efforts required specialized skills in UX design and data-driven decision-making.

This blend of versatility and depth equips me to lead teams, solve complex problems, and deliver impactful products.

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.

A good product manager must be

Customer centric - A good PM will always keep their customers at the heart of every decision. It is essential that the product team is working on features as per real user needs. In order to do this, PM should be able to be able to work through customer feedback, reviews, analyze these data to understand their true pain point and prioritize the right features for delivery.

Clear communicator - Clear communication is of utmost importance for this role. It is essential that a PM is bale to articulate a complex problem in a simple manner. A PM deals with various stakeholders and needs to be able to communicate in a clear manner to be able to align all the teams towards a common goal. 

Strategic thinker - A good PM should be able to think several steps ahead, planning actions strategically aligning with the business goals. This includes planning a clear roadmap, anticipating risks, and making decisions that balances short term and long term success.

Good problem solver - Problem solving is very central to a PM. There is problem solving in every aspect of the job. A PM should be able to break down a complex issue into smaller manageable problems and employ effective approaches to address them. A PM should also be very resilient under pressure and work in ambiguous situations.

I graduated in May 2024 and recently wrapped up my role at Bright Mind Enrichment. It was a great experience, and I stayed through my agreed-upon commitment.  At this point, I’m looking for a full-time opportunity that offers deeper ownership, long-term growth, and technical mentorship—especially in a full-stack environment like Atlassian’s.

I once led a restructuring initiative aimed at aligning resources with delivery accounts and redesigning KPIs. While the planning and communication strategy were solid, I overlooked whether our data platforms could support the new changes. Just before rollout, I discovered serious data integrity issues. This setback required a major clean-up effort across teams, but we corrected course by prioritizing platform readiness and enhancing our validation processes for future initiatives.

I would like to talk about situation. When I was an engineering  manager at digital commerce platform org at Amazon, I was handling close to 11 services, and 

as part of the Rolling Stone initiative where Amazon was trying to move all its services away from Oracle, I had four services that I was trying to migrate from Oracle to the databases hosted on Azure. All my fellow colleagues who were owning services of DCP were doing similar exercise. One of the colleague who was owning digital redemption service had to go on maternity leave, and then couple of engineers earmarked to do this migration for digital redemption service wwere transition out of the organization. That is when I offered to help with the migration of the service. 

So I now had 5 services with competing  priorities where I 

had to manage very tight schedule of service migrations. Planning a very ruthless prioritization, figuring out an optimal execution path of a completely unknown service, interacting with the service upstream clients whom i had not worked with prior, working with an amalgam of My team members and the service owner team members were few of the ambiguous paths I navigated to help do on time migration completion of the   service owned by my collegues.