Product leadership is not a decision function. It is an enabling one.
A team's ceiling is set by the friction between an idea and a shipped change. Removing that friction is the job. Close to a decade of it — B2B SaaS, product-led growth, and revenue the product actually drives, across India, Singapore and Switzerland.
How I operate
An AI-native operating system
Close to a decade of product work lived in browser tabs and dashboards. That is over. I now run more than half my week inside Cursor, wired through MCP into Metabase, Zendesk, GitLab, Atlassian and Slack — a persistent local brain holding full context on how we build and operate, sharpening over time. Problems I used to park now close in a single session. I am no longer the integration layer. I stay at the judgement layer.
Shipping speed is the org's success metric
Fewer processes, fewer meetings. Accountability comes from real levers instead: clear metric ownership, one name against each outcome, a weekly engineering all-hands, and public async updates that make progress visible without a status call.
Hire alphas
A-class people with the skill and the proven track record to show they have solved this shape of problem before — and the energy to do it again. A small team of those outperforms a large team of anyone else. It is the highest-leverage decision a product leader makes.
The best PM starts with revenue
A product manager owns the whole business the product drives, not the backlog. Closing the loop with sales, marketing and growth sits inside the job, and it is usually the most important part of it. Mentoring PMs into that ownership is where I spend my time.
Companies
Problems I've solved
Conversion driver
Sustained funnel work over months on a mature product — many compounding improvements rather than one intervention. Fax.Plus, Alohi.
Cross-sell engine
Turned an adjacent product in the suite into a distribution channel, doubling revenue. Sign.Plus, Alohi.
Championed 0 to 1
Founding PM on the Nas.io communities platform. Idea to $2M annualised GMV, and the foundation it still runs on past $20M. Nas Company.
Scaled a category
Clinical SaaS across 10 Indian cities, serving 4M+ patients. Launched EMR across multiple medical specialties. DocOn Technologies.