Twelve years of product management across observability, IT service management and data platforms — at New Relic, Atlassian, SAP Ariba and Samsung. Mostly spent turning firehoses of machine data into something a person can act on at 2am.
Selected work
Each of these was a single owned surface — not a slice of someone else's roadmap.
Senior Product Manager · Jira Service Management · 2021–2024
The product held the record of an incident without ever holding the work — teams left for other tools to triage, resolve and understand what happened. I owned the end-to-end journey and rebuilt it around the three moments where people walked away.
Lead Product Manager · APM · 2024–present
Customers send far more trace data than the product turns into anything legible. I own the FY26–28 strategy for closing that gap — pulling value out of telemetry already arriving rather than adding surface area to query.
Senior Product Manager · Reporting & Analytics · 2019–2021
Every team was building its own pipeline. I built the standard one — ad-hoc reporting, ML training and NLP tooling in a single platform, plus self-serve ingestion and orchestration so analysts stopped filing tickets to get data moving.
Product Manager · India · 2017–2019
Owned the UPI charter. Built the module with NPCI and Axis Bank, then went after the unglamorous things quietly killing activation: registration friction, budgeting, and VPA discovery.
Experience
Six companies, one throughline: complex systems, made usable.
How I work
Most hard product problems aren't hard to build — they're hard to state. Research, market analysis and internal alignment exist to get a vague problem into a shape a team can actually attack.
Stickiness, conversion and customer lifetime value, not shipped-feature counts. Prioritisation follows from what those numbers say, which is what makes the trade-offs arguable in the open.
A CS degree and a decade next to distributed systems means I can hold a real conversation about the constraint, not just relay it. Fewer translation losses, faster decisions.
About
I started out evaluating business cases at Daimler, which sounds like an odd beginning for a product career until you notice it's the same job: decide what's worth building, and be able to defend the number.
Since then I've mostly worked where the data is dense and the user is impatient — developers debugging at 2am, IT teams triaging an outage, analysts waiting on a pipeline. The common problem in all of it is that the system knows what's wrong and has no good way of saying so. That's the gap I keep coming back to.
I'm a computer science graduate from VIT and did my PGDM at IIM Shillong. Somewhere in between I cleared CFA Level I, which is mostly useful now for reading a P&L without flinching.