Suggestions
Sugandha B
Independent | ex Netflix, EA, multiple Startups
Sugandha B is a seasoned professional with 11 years of experience in product management across various stages of product lifecycles.
She specializes in assisting startups with ideation, product development, MVP design, and brand strategy, particularly in the early phases.
Sugandha's approach to product management involves a deep focus on adding value through thoughtful consideration and avoiding mediocrity.
Her educational background includes a Bachelor of Technology in Software Engineering from Delhi College of Engineering and studies in Physics, Math, Chemistry, and Computer Science.
Sugandha has held prominent roles in reputable organizations such as Netflix, Eightfold, Electronic Arts (EA), Simplilearn, and Oracle, showcasing her versatility across different industries.
She has experience in diverse functions such as content launch, product strategy, operations management, and game product management.
Sugandha's expertise spans from 0 to 1 product development, go-to-market strategies, pre and post-product-market fit phases, monetization, optimization, and management of enterprise SaaS products.
Her comprehensive product management background includes experience in both creating successful products and managing the challenging process of sunsetting products.
Sugandha emphasizes the importance of asking insightful questions to drive better outcomes, reflecting her belief in the power of thoughtful inquiry.
She is open to opportunities for paid consulting work or speaking engagements, with a focus on leveraging her experience to contribute to the success of businesses.
Highlights
I am usually a sucker for essays but Paul Graham's "Founder Mode" did not resonate. I don't have his kind of credentials but in my very personal opinion, there are only three types of modes:
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Employee mode. Whether you are a manager or a VP or an IC, employees of organisations are employees of organisations significantly larger than themselves. All employees are fundamentally managers... managers of culture, of processes, of stakeholders, of people etc. They have to operate according to the expectations set by the larger organisation, whether directly in terms of processes and job hierarchies or indirectly in terms of culture. This is true for corporate employees as well as startup employees.
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Entrepreneur mode: Whether you are a founder or creating a new business-line or a freelancer, you are in the early stages, figuring out the next paycheque and the one after that and the one after that. You are hustling not because hustle culture says you should, but because you have no other option. Your work and your worth rests on your ability to survive the brutality of the market.
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Business-man/woman mode: Whether you are running a shop or a VC-backed tech company, you have salaries to pay and money to return and profits to optimise and environmental factors to navigate and jobs to save. A business is a fully alive organism that dies if it isn't fuelled consistently.
And then there is a "good" version and a "bad" version of all three, and leadership qualities that are needed in all three. Bad founders aren't better than good managers, bad managers aren't better than bad founders, good businessmen/women aren't lesser than bad founders... and so on. Your mode of operation is a factor of the work you have chosen for yourself. If you have chosen to be a founder, it is silly to compare yourself with a company manager who is doing a very different job (even if it is one you don't respect).
For every person who aspires to become a Product Manager because they believe it is the coolest job description since sliced bread, there is an industry veteran skeptic who believes Product Management is a sham.
Neither is right and both are right.
Product Management is a fairly cool job description — you gotta know your tech, you gotta be the master in knowing your customers, you gotta work with every function in the business, you gotta sit with the engineers and have a say in the software being built without writing any code, you gotta sit with the designers and have a say in the pixels without learning design, you gotta sit with the CXOs and have a say without being a CXO yourself…
That sounds like the recipe for both an amazing job and a sham job. It then comes down to the individual doing the job… and the people employing him/her in said job. At the end of the day, to make Product Management meaningful for the business is not just the Product Manager’s job. But making it a sham is mostly a Product Manager’s own doing.
