Product Manager
Not a highlight reel. A collection of real product problems, the trade-offs behind the decisions, and the thinking that moved them forward.
I believe good product management sits at the intersection of curiosity, clarity, and execution.
Understanding what people actually need. Questioning assumptions before jumping to solutions. Using data without losing sight of human behaviour. And turning ambiguity into decisions that move products forward.
Featured Work
Each of these took a problem from first principles through to a working solution — research, strategy, design, and a prototype to test it against.
01 — Vision+
The challenge
Lenskart's business leans heavily on a single high-value transaction, with 12–24 months typically passing before a customer returns — a structural gap between purchase moments and any ongoing relationship.
What I explored
I interviewed 30 users, mapped the competitive landscape, and designed Vision+ — a concept that turns static prescription data into an ongoing engagement loop, supported by a phased go-to-market plan and a working prototype.
Research → Problem Definition → Strategy → Solution Design → Validation
02 — Tap & Recharge
The challenge
Paytm competes for mobile recharges against Google Pay's default-app advantage and operator apps' plan accuracy — a habit that reminders and cashback alone don't shift.
What I explored
I segmented recharge behaviour by city tier and platform, benchmarked competitors, and used RICE to prioritize a one-tap concept built around habit-loop design, then prototyped it end to end.
Research → Problem Definition → Strategy → Solution Design → Validation
Case Studies
Shorter, focused deep-dives — each one a real product problem, worked from question to solution. Filter by the kind of thinking involved.
Personalized Learning System
Ed-tech recommendation systems promise better learning, but the more they know about a learner, the more they risk overstepping. I explored what a system looks like when personalization and privacy are designed together, not traded off.
Problem Definition → Strategy → Solution Design
Zomato — Tier-1 Cities
Zomato's Tier-1 growth was plateauing on two fronts — engagement and delivery reliability — with no shared framework connecting the two. I built one.
Research → Strategy → Validation
VitaFit
Most fitness apps lose people within a few weeks once the novelty fades. I explored whether gamification and community could meaningfully change that curve.
Research → Problem Definition → Solution Design
Plan-It-Ease
Meal planning tools often add more decisions than they remove. I designed and prototyped a faster path from "what's for dinner" to an actual plan — for three very different kinds of busy.
Research → Solution Design → Validation
Uber Reserve
Uber Reserve solves a real problem, but adoption lagged anyway. I traced the gap to trust and cognitive load rather than awareness, and designed around it.
Research → Problem Definition → Strategy
Zepto — Subscriptions
Not every subscription feature deserves a place on the roadmap. I used research and structured prioritization to separate the ones that do from the ones that just sound good.
Research → Strategy
Zepto — Printing
Ten-minute grocery delivery is one thing — does the same model hold for something like printing? I explored what would need to be true first.
Research → Strategy → Validation
Twitter/X — Growth Loops
Growth loops compound, but only if you know which one to invest in. I mapped the existing loops and picked one worth strengthening.
Research → Strategy → Solution Design
These are independent product explorations. Company names refer to the subject explored, not client or employer engagements.
Process
Before discussing features, understand the underlying problem and the behaviour behind it.
Research, customer conversations, data, and competitive insights each reveal different parts of the story.
The first solution is rarely the best one. Explore alternatives before narrowing down.
Not everything deserves to be built. Focus on what creates meaningful value for users and the business.
Every product decision is a hypothesis. The real learning continues after execution.
Frameworks I Think With
Every great product starts with a question worth exploring and a problem worth solving. I'm always interested in the next one.