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ashok bania

SVP Product & Growth @ SoundCloud | Co-author Product Manifesto | Advisor @ Yuna AI | Executive Sponsor 🏳️‍🌈

Ashok Bania (অশোক বণিয়া) is an accomplished product and general management executive with over 18 years of experience leading diverse teams in areas such as Product Management, Operations, Program Management, Engineering, Design, and Marketing.

With a background in Microelectronics & VLSI Design and Electrical Engineering from the Indian Institutes of Technology, as well as an MBA in Marketing, Strategy, and Systems from the Indian Institute of Management, Lucknow, Ashok possesses a strong educational foundation.

Having held key roles in renowned organizations like SoundCloud, Yuna.io, Antler, Tumblr, CNN, Lyft, Headspace Inc., Spotify, Dolby Laboratories, and Yahoo among others, Ashok has a proven track record of successfully launching new products, driving growth, and aiding in business transformations.

Ashok's expertise includes UX research, design, new product development, GTM strategies, as well as P&L management. He has demonstrated leadership in both small and large-scale settings, steering teams towards success through practical execution informed by his deep experience.

As a cis-gay immigrant from India, Ashok's personal journey as an introvert has shaped his unique perspective. He is deeply passionate about supporting causes related to breaking cycles of poverty, promoting mental health, and advocating for LGBTQIA+ rights.

Throughout his career, Ashok has contributed to the tech world not only through his professional roles but also as a mentor, advisor, and featured speaker at various institutions. His wealth of experience and commitment to impactful causes make him a valuable asset to any organization or initiative.

Highlights

Aug 24 · linkedin

20 years of work in Product has taught me something that LinkedIn hasn't taught me yet (spicy take below and the first time using a weird hook).

Good things/outcomes don't come easy or quickly. It takes time and small steps.

A big part of not realizing this comes from what our profession (Product Management) taught us - have deterministic goals and pathways to achieve those. OKRs, Planning and Prioritization processes, Financial Forecasting sessions - all of these are a part of that one single dream "how might we work on the most high value project that will yield best outcomes for the business?". However, the real dream isn't that. After accosting myself really hard, it was mostly "how do I make sure I grow in the company, how can I make sure that I have job security, how can I have paper trail on the due diligence on my project if it goes south". Despite this rigmarole/circus of corporate life, not all projects are successful. And when we fail, we tend to not recall all the "right" steps we took in the past on predicting the outcomes and the hours we spent debating those.

We obsess too much on predictability and too less on the present. I don't blame the PMs alone. It's the company culture or the collective culture of the tech industry with pithies such as "you can't improve what you can't measure" [sic - and so you spend all the time on measuring and debating if the metrics are right]. Working in a company is like a 3 body problem - it's a chaotic system and based on initial conditions and external forces things can go in any directions.

Instead of focussing on predictability, do the following -

  1. Focus on the initial conditions - small steps which could lead you to your big goal and the understanding of the frame by your team
  2. Constantly figure (along with your team) if you are executing on the current step well and that it will lead you to the next step
  3. Focus on your team's behavior - are they in accordance to the principles you have collectively committed to, are they silently dissenting on ideas or on next steps ...
  4. Focus on the external forces too which can change course - a competitor dropped prices, CEO defunds a team who worked with you, a big bug came up that made your team drop everything ...

Authentically speaking, enduring transformation can only happen when it is top down - meaning the executive team should buy in to this mindset. Unfortunately, most CEOs or executives or board members are raised in environments of predictability. In such cases, you can lean into their predictability system while still infusing the culture of focussing on the next steps and take a leap of faith. What separates humans from AI is "hope" (in technical jargon our ability to take risks) and best products are built on taking risk or leap of faiths. Maybe let's lean into it as much as possible - our brain math (or gut) sometimes gives us better predictability than a model!

#productmanagement #techindustry #productmanager

Jul 6 · linkedin

Tanner Wallis is #hiring. Know anyone who might be interested? #remote #mentalhealth #ai #backendengineer

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Location

San Francisco, California, United States