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Aakash Gupta
Group Product Manager at Affirm - Product Growth 🚀
Professional Background
Aakash Gupta boasts an impressive 16-year career in the technology sector, where he has consistently demonstrated his expertise in product growth and management. Aakash currently serves as the Group Product Manager at Affirm, where he leads initiatives focused on enhancing product growth strategies to deliver exceptional value to customers. His pivotal role at Affirm emphasizes his dedication to innovation and responsiveness to market needs, contributing significantly to the company’s overall success in the fin-tech landscape.
Before joining Affirm, Aakash held several notable positions that contributed to his robust skill set in product management. He was a Producer at Epic Games, where he played an integral role in the development of some of the most beloved video games today. His tenure at Google as a Product Manager involved driving major projects that shaped user experiences for millions of people, further solidifying his reputation as a leader in the tech domain.
Aakash's career also includes his strategic role as the Director of Growth at thredUP, a leading online consignment and thrift store that focuses on sustainable fashion. During his time there, he worked on growth initiatives that significantly expanded the company's market reach and user engagement. Additionally, Aakash was the Co-Founder and CEO of Rap to Beats, a platform that combined his passion for music and technology, showcasing his entrepreneurial spirit.
Lastly, Aakash started his career as a Software Engineer at Stryker, where he laid the groundwork for his extensive knowledge of product development and engineering principles. Each role he has held reflects his commitment to leveraging technology for enhancing user experiences and driving product success across various industries.
Education and Achievements
Aakash Gupta's educational background has been instrumental in shaping his career trajectory. He earned his Master of Business Administration (MBA) degree from The Wharton School, one of the world’s top business schools, renowned for its rigorous curriculum and influential alumni network. This educational experience has equipped Aakash with advanced insights into business strategy, finance, and management principles, directly influencing his successful career in tech.
Before pursuing his MBA, Aakash received his Bachelor's degree in Economics from the University of Michigan. His studies in economics not only provided him with a strong analytical framework but also helped him understand the market dynamics essential for product management. This combination of business acumen and technical expertise underpins Aakash’s approach to product growth, allowing him to implement strategies that resonate with both consumers and stakeholders alike.
Achievements
Aakash Gupta's career is punctuated by a series of noteworthy achievements that reflect his prowess in product management and growth strategies. Leading product growth at Affirm, he has been at the forefront of developing innovative solutions that facilitate seamless and reliable financial transactions, deeply influencing the user experience in the fin-tech industry.
His experience at Epic Games has enabled him to contribute to critically acclaimed projects, showcasing his ability to translate complex requirements into engaging user-centered products. At Google, Aakash participated in high-impact product launches that highlighted his talent for problem-solving and collaboration within large teams.
Under his leadership at thredUP, the company saw substantial growth in customer acquisition and engagement, marking a significant milestone in its sustainable fashion journey. His entrepreneurial ventures, particularly with Rap to Beats, are a testament to his creativity and drive, blending technology with personal interests in a way that resonates with diverse audiences.
Aakash's commitment to sharing his knowledge and expertise is evident in his writing and thought leadership. He actively engages with a wider audience through his Substack newsletter, where he shares insights on product growth, fostering a community of like-minded individuals eager to enhance their skills in this crucial area. Additionally, he maintains an active presence on Twitter, offering daily thoughts and discussions on industry trends and insights.
Aakash currently resides in Durham, NC, where he balances his professional pursuits with family life, proudly identifying as a happy dad. His dedication to both his career and personal life exemplifies his well-rounded approach to success, making him an inspiring figure in the tech and product management fields.
Highlights
When should you introduce a separate growth product design function? Here's how to know:
Product growth design expert Kate Syuma and I have developed a framework that can help you make a decision and introduce this function smoothly.
To assess your company's readiness for a dedicated Growth Product Design function, you should score yourself 1-5 against these 4 dimensions:
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Product-Market Fit (PMF) Stage
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Go-to-Market Strategy
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Design Maturity
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Growth Opportunity Size
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Product-Market Fit (PMF) Stage
At the pre-PMF stage, you should focus on nailing your core product experience.
Once you start noticing the early signs of PMF, then you can start thinking about growth design principles.
Finally, when you have an established PMF then a dedicated growth design function can drive significant impact.
- Go-to-Market Strategy
If your strategy is heavily sales-led, with long development cycles and a smaller top-of-funnel, a full-fledged growth design function might not be the best use of resources.
However, if you're leaning into a product-led growth (PLG) model, that's where growth design can really shine.
- Design Maturity
Before diving into growth design, ensure you have a solid design foundation. If you're still working on basic design systems or struggling with consistency, tackle those first.
Remember: Growth design should be an extension of a well-established design function, not a replacement.
- Growth Opportunity Size
Assess the size of your growth opportunity. If your product has limited growth levers or a small Total Addressable Market (TAM), a dedicated growth design function might be overkill.
But if you're sitting on a goldmine of untapped growth potential, that's when you want to invest in growth design.
Now that you've gone through the 4 parts of the framework, add up your scores.
This determines what to do next:
- 4-8: Focus on core product and design fundamentals for now.
- 9-14: Consider introducing growth design principles or a small initiative.
- 15-20: You're ready to build a dedicated Growth Product Design function.
There's no need to rush to a product growth design function. Build it when it's right.
Ready to go deeper on product growth design?
Be sure to check out our deep dive:
https://lnkd.in/eAp88FSX
Your average A/B testing stakeholder is overconfident and under-knowledgable.
It's classic Dunning Kruger Effect. There are 5 main types of stakeholders you'll encounter.
Type 1: Near-Zero Competence, Near-Zero Confidence
These folks are not as bad as you would think to work with. Sure, they don't know much. But they can understand where they don't know something. It's ineptitude, but it's paired with humbleness.
Type 2: Low Competence, High Confidence
This is the danger zone. These folks are likely to peek into results, glom onto early signals, and over-interpret data even once it's significant. They're a minefield to work with.
Type 3: Medium Competence, Higher Confidence
These folks often used to maybe have the full competence, but they've forgotten now. They're more interested in moving fast - and that often leads to error in judgment. Working with them is possible, but it needs a careful hand.
Type 4: High Competence, Matching Confidence
This is one of the best types of people to work with. They can actually help you move forward. These types of stakeholders are where most PMs should strive to be. Not quite analyst-level, but close.
Type 5: Extremely High Competence, High Confidence
These stakeholders were often former analysts or statisticians. They never peak, they don't make conclusions that the data doesn't support, and they expand your own wrestling with the data. These are the gold to embrace.
So how can you move up in your own competence and confidence?
That's the subject of the deep dive: https://lnkd.in/dUYefXMk
P.S. What types of stakeholders do you have?
