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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.

One product I really love is Notion. Notion is an all-in-one workspace that blends note-taking, task management, database creation, and collaboration tools into a highly customizable interface. It’s versatile, powerful, and has become a go-to tool for both personal and professional organization.

What I Love About Notion:

• Flexibility: Notion’s modular structure allows users to create anything from simple notes to complex databases, all within the same workspace.

• Customization: You can tailor the interface to your specific needs, whether you’re managing a personal to-do list or a company-wide project.

• Collaboration: It supports seamless collaboration with features like shared workspaces, real-time editing, and integration with other tools.

• Unified Workspace: It consolidates various tools (notes, tasks, databases, etc.) into one platform, reducing the need to switch between multiple apps.

Improvements Without Limitations:

1. Advanced AI Integration:Personalized Suggestions: I would implement AI that understands user behavior and context, offering personalized suggestions for organizing content, automating repetitive tasks, and surfacing relevant information when needed.
   Smart Summarization: Introduce an AI-powered summarization feature that can condense long-form content into key points, making it easier to digest and reference large amounts of information.
   
   

2. Enhanced Collaboration Tools:Real-Time Co-Editing with Conflict Resolution: Upgrade the real-time collaboration feature with advanced conflict resolution, allowing multiple users to work on the same block of text or database entry simultaneously without overwriting each other’s changes.
   Video and Voice Chat Integration: Integrate native video and voice chat directly within Notion, allowing teams to discuss content without leaving the workspace.
   
   

3. Universal API and Integration Hub:Seamless Integration: Build an open API and a powerful integration hub that allows Notion to connect more deeply with a broader range of tools and services. This would enable users to pull in data from any source and automate complex workflows across platforms.
   Bi-Directional Sync: Ensure that integrations offer true bi-directional sync, so changes made in Notion reflect in other tools and vice versa, creating a seamless multi-tool ecosystem.
   
   

4. Advanced Data Analytics and Visualization:Customizable Dashboards: Add advanced data analytics capabilities, allowing users to create dynamic dashboards that visualize information from their databases in charts, graphs, and other formats.
   Automated Insights: Introduce automated insights that identify trends, anomalies, or opportunities within user data, helping teams make data-driven decisions directly within the app.
   
   

5. Offline Functionality:Full Offline Mode: Enhance offline capabilities so that users can access and edit all content without an internet connection, with changes automatically syncing when they go back online.
   Mobile Optimization: Improve the mobile app’s offline functionality, ensuring that it mirrors the desktop experience even without connectivity.
   
   

6. Enhanced Security Features:End-to-End Encryption: Implement end-to-end encryption for all user data, ensuring that content remains secure and private even when stored on Notion’s servers.
   Granular Access Control: Offer more granular access control options, including role-based permissions, time-limited access, and audit logs to track changes and access history.
   
   

7. Global Accessibility and Localization:Multilingual Support: Expand Notion’s language support and offer full localization for more languages, ensuring that users worldwide can access and use the platform in their native languages.
   Accessibility Enhancements: Improve accessibility features for users with disabilities, such as screen reader compatibility, voice commands, and customizable interface options for visually impaired users.
   
   

8. Creative Content Tools:In-App Design Tools: Integrate advanced design and content creation tools, such as a vector graphics editor or video editor, allowing users to create and embed rich media content directly within Notion without needing external apps.
   Template Marketplace: Expand the template library into a full-fledged marketplace where users can buy, sell, or share custom templates, scripts, and integrations, fostering a community-driven ecosystem.
   
   

Conclusion:

With these improvements, Notion could evolve from an excellent productivity tool into a truly unparalleled platform for personal and professional organization, collaboration, and innovation. These enhancements would make Notion even more indispensable, catering to a wider range of users and use cases while maintaining its core strengths.

Having a long-term goal clearly set, breaking it down into near-term goals helps visualize our progress and what is expected on a day-to-day basis. By hitting the near-term goals I'll understand and grasp the depth, gain insights from the stakeholders, and would be able to achieve the long-term goal. setting near-term goals also help analyze trade-offs along the way

I have more than a decade experience working as customer success engineer in which I tried my best to solve a customers problem. During this course I have interacted with several product engineering and product managers and worked very closely with them. I aspired to be a product manager because I wanted to solve a customers problem even before they realized it by understanding their use case, feature requirement, motivation to use a product. I found this role to be very challenging and exciting as I have to think more like a customer than an engineer trying to solve a problem, identify their persona and how I can ease their day to day job. So when I eventually got an opportunity in my past organization to work as a product manager I took it.

In SaaS startup as it in growing stage, defining the north start metric for the product
Adoption: closing tracking adoption daily, weekly and monthly
Retention D7/D15/D30
Engagement on main user flow
Churn
Onboarding frictions
trail to conversion rates

For Qualitative feedback
NPS, CSAT and other signals

In Mature SaaS as the product already has user base and customers are using
I will start with North Star metrics
Expansion to new regions
Performance
Scalability
Reliability
Supportability

So I'd say the time I took the risk was, I actually went against the recommendation of my manager. Not directly, but essentially I was put on a project at Niagara and I was looking at a lot of the contract amendments and I analyzed our contract negotiation with Uber. And so as I was looking at the whole data, trying to see the discrepancies and really seeing, okay, what lanes should we negotiate, seeing what are the terms of negotiation that we should use, and then finally, I wanted to also forecast on terms of a long-term growth. So not just necessarily for just this term, but see how that would last for the future quarters as well. So kind of taking those into consideration while I put them all out into a matrix and showed the team, the director, and a lot of my team was thinking that we should go with the option that saves us the most amount of money. I'll put the $700,000 to $800,000 for the quarter, implementing this new amendment that I actually disagreed. And I suggested we just take somewhere closer to about the $600,000 range because for two reasons, one, I noticed that the lanes that we included in the $600,000 would lead to better client relations with Uber as a long-term and one of our biggest carriers. And two, I also noticed that in the long run, we actually would save a little more just because in the future quarters with seasonality to keep into account, those lanes were not always going to save us the most amount of money. So maybe while the $700,000 to $800,000 option would save us that much in the first quarter, when it comes down to the winter, it would save us only about $300,000 versus the $600,000 option is a little more consistent throughout the seasons. And so we actually noticed that in terms of a long-term growth for the year, we would save a lot more. So that was a time where I kind of took a risk to go against and maybe recommend something slightly different than my manager. But I think the director, when he heard me say these things, he took those into consideration and saw my analysis and saw that I was able to back up kind of my decisions and this type of risk to making sure I'm minimizing it as much as possible. So I think that was something that he really appreciated and that the VP of supply chain ended up deciding to work towards.

When I joined my new team , I took lead on a new project which was complex in nature, had many unknowns and our team had to work on new framework, techstack, data models. The team was following agile methodology and will start with the work in first sprint. there was no concept of zero sprint or story grooming prior to the start of first sprint.

with the existing approach I envisioned some issues:

1. Because the number of unknown were high, the chances of doing wrong estimations for development were high.

2. There were high chances that the prioritisation is not right and we might have to revisit the features again and again.

3.  We might find out about unknowns while we are in the development process and that might cause delays.

To overcome these issues, I suggested some changes in our approach:

1. Increase the planning for one more release cycle and group the features as now, next and later.

2. For the features planned in the now group , prioritise them for the next release and complete the research and PRDs for them one sprint early. That means dev and QA will have 2 weeks extra to go through the stories, find out the dependencies and share the feedback. This helped in identifying if we need POCs for any feature or we can right away start developing them. Or if further modularisation is required.

3. I suggested to track the features related to new project in a different group, because to begin with the pace of the delivery will be slow.

When we begin, we took one complete release only in the RnD and understanding the new framework and doing small POCs to validate our understanding.

From second release, when we as a team were ready with good understanding on the expectations and other tech dependencies we started delivering and we could complete 2 full flows from end to end.

We had very less amount of spillover and could complete almost everything in the backlog, which was a big issue in earlier releases.