Ten years moving closer to the product.
B2B sales, then digital marketing, then leading organic growth for US B2B & healthcare brands at Position2, where I spec, prioritize, and ship the internal AI tools my own team runs on.
Product thinking didn't replace the GTM background. It sharpened it. Every job on this page taught me a different half of the same skill: sales taught me what a customer will not do, marketing taught me how to measure it, and growth leadership put me in front of the workflow pain that turned into eleven internal specs.
The title and the work were never the same file.
Filed as: Sales. Quota, pipeline, the CRM.
Talking to customers for a living — which is the input every spec needs and the one most specs are missing. I learned what a buyer will not do before I learned how to pitch what they might.
Filed as: Marketing. Channels, campaigns, reporting.
Owning a channel end to end: a hypothesis, an experiment, a number that either moved or didn't. The habit of measuring before arguing starts here.
Filed as: Organic growth lead. US B2B and healthcare accounts, six people.
Leading a 6-person team — and treating its most repetitive work as a product surface. Eleven internal AI tools specced, prioritized with engineering, and shipped; the team runs on them daily. Also: a new AI-focused service line, positioned and pitched directly to US CMOs and founders.
Filed as: Student. Institute of Product Leadership, evenings and weekends.
The formal proof of craft. A sourced bottom-up sizing model, an index designed from scratch, kill criteria written before the build. PetPal is on the homepage — a product-thinking exercise, not a launched product.
The title catches up with the work. In review — awaiting your green light.
dates before 2021 are omitted, not hidden — the dated record is on LinkedIn ↗
The loop is the job.
- 01 Spot the workflow pain — usually in my own team's week, not in a roadmap doc.
- 02 Write the spec. Customer problem and positioning first, screens later.
- 03 Prioritize with engineering — what ships this cycle, what gets cut, and why.
- 04 Ship it end to end, then get it adopted. An unused tool is a rejected spec.
- 05 Measure, align the stakeholders on what the number says, repeat.
the same five steps produced eleven tools and one capstone — the only variable was who the customer was
- −I have never held the PM title. Everything on this page is product work done under a marketing title.
- −PetPal is a product-thinking exercise, not a launched product. No users, no retention curve.
- −The eleven tools are internal to Position2. I can walk you through the specs; I can't show you the screens.
- −My shipping experience is internal tools for a team I lead. Consumer scale is the gap, and I'd rather name it than paper over it.
Name the tools you actually open every day — analytics, SEO, prototyping, whatever runs the eleven. I'd rather leave this dashed than guess at it.
The next role, stated plainly.
Product Manager. I'd rather earn the title on the work than negotiate for it.
B2B and internal-tooling products, AI-assisted workflows, and anything where the customer problem is a GTM problem in disguise.
Bengaluru, or remote across IST-overlapping teams. Available to start on a standard notice period.
the honest version: I've done product work for four years under a marketing title. I'm looking for the role where that stops needing an explanation.