Story of My Life

Before I ever wrote a single line of product documentation, I was building the foundation that would make me an unusual kind of PM. Armed with a B.Tech in Electronics and Communication Engineering, I spent my early years at the intersection of hardware, software, and human behaviour — winning Innovative Mind honours at the National CSI Convention.

My real technical grounding came at Bharat Electronics Limited under the Ministry of Defence, embedded in the IFF (Identification Friend or Foe) department. Working on radar systems with zero room for error taught me something no product course can: what it feels like when the cost of a wrong decision is not a sprint retro item but a genuine catastrophe.

By the time I entered the startup ecosystem, I could speak deep tech with engineers, read user data with analytical rigour, and write product copy that landed. That combination was unusual then and remains unusual now.

TCS brought me into one of the most technically complex and compliance-sensitive areas in financial technology: cloud modernisation and retail wealth management for a major European financial services group.

FinTech infrastructure does not forgive vague requirements. I led as a technical PM, authoring comprehensive PRDs and BRDs that bridged complex financial compliance rules, fund structures, banking APIs, and front-end user experience layers across distributed global teams.

The most important decision I made in this chapter was killing a manual rebalancing dashboard mid-sprint after user research revealed it was causing cognitive paralysis in retail investors. I redirected engineering to automated Monte Carlo retirement simulations. That execution earned me the Best Performance of the Year award.

Shiprocket taught me what a Data PM is made of at hypergrowth velocity. I owned the product strategy for non-delivery reports, building automated event-driven resolution systems that converted operational friction into retained revenue for 100,000+ SME sellers.

The core lesson from this chapter: the visible failure is almost never the real problem. The carrier routing looked broken. The real failure was upstream — information latency. I found it through cohort analysis and built the fix at the information layer, not the execution layer.

Automation beats manual control in high-frequency user workflows more often than most product teams expect. I now run this as a deliberate check in every consumer-facing scoping session.

Deloitte deployed me on the most complex, high-stakes enterprise FinTech engagements in the portfolio — global tier-1 asset managers, wealth management institutions, and major financial groups with billions under management.

This is where the full toolkit came together. Technical depth to design hybrid RAG pipelines and async event architectures. FinTech domain knowledge to navigate KYC/AML compliance and institutional risk frameworks. PM craft to hold back features that stakeholders wanted but the platform was not ready for, push back on scope with data, and find the failures that green dashboards were hiding.

The defining move of this chapter: delivered a unified GenAI data architecture when the brief asked for standalone plugins. Solving the right problem instead of the stated one led to 10–15x data retrieval velocity and 200% platform engagement growth.

Every great story leads to a defining choice. Today I drive technical architecture decisions, regulated product strategy, and data-led features that define where industries go next.

I am selectively looking for my next major challenge. If your organisation is building something complex — in enterprise AI, FinTech, payments, cloud platforms, consumer products, or any domain that needs a PM who can think technically and move fast — that is exactly what I bring.