Previously
Company One
Company Two
Hi, I'm Sarath —
Product manager with experience building in fast-moving, resource-constrained environments. I think carefully about the problem before the solution, move quickly once there's clarity, and care more about outcomes than process.
Currently open to product roles at ambitious companies. Say hello →
Previously
Company One
Company Two
2022 – 2024
The work
[Company One] was a [what they do]. I joined as the [nth] PM and owned [area]. The core problem was [what wasn't working]. I led [discovery / roadmap / execution] and shipped [what changed].
2021 – 2022
The work
[Company Two] was building [what they were building]. I was part of a small team responsible for [area]. This is where I built my foundations — learning to run discovery properly, work with engineers without being prescriptive, and write specs that get built the way you intended.
GrowthX · Cohort [X] · Demo Day Winner
GrowthX is a selective growth programme for product and marketing professionals. Over [X] weeks, cohort teams work on real growth briefs and present to a panel of founders and operators. My team's work was voted the strongest in the batch. The deck is available on request.
Framework
A one-pager written after watching three teams get paralysed by competing stakeholder demands. Not a new framework — an honest account of what actually worked.
Product Teardown
A structured teardown of a product I admire. Looking at the decisions behind the experience, not just the surface.
GrowthX · Demo Day
The original deck with notes on what we argued, what we cut, and what the panel pushed back on.
On the myth of the prioritisation hero, and why the real skill is making people feel heard while still protecting the roadmap.
Retention problems are usually disguised acquisition problems. The data almost never tells you this upfront.
Most specs fail because they're written for the writer, not the reader. A few things I've learned about communicating decisions clearly.
Books
Essays
Films & Other
I'm a product manager based in Mumbai. I've worked across [sectors] at companies at different stages of growth. What's stayed consistent is an interest in the early, messy part — when the problem isn't fully defined, the team is small, and decisions are being made daily with incomplete information.
Before product, I [brief background]. That shapes how I think: comfortable going deep on technical constraints, but I've learned the hardest problems are almost always people and framing problems in disguise.
Outside work, I read a lot, watch films carefully, and try to write clearly. I think good taste — in product, in communication, in how you spend time — is built deliberately, not inherited.
Decisions over frameworks. Tools are useful, but judgment is the job.
Speed as a competitive advantage. A good answer this week beats the right answer next quarter.
Radical customer proximity. Everything else follows from really understanding what people need.
Exploring full-time product roles — early-stage preferred, but stage matters less than the problem and the people. If something here resonated, reach out.