Nine years turning ambiguous, high-stakes problems into shipped products — with the judgment to own the call and the numbers to back it up.

I got into product management almost by accident — an operations role at an NGO-tech startup in Pune that needed someone to turn scattered feature requests into an actual roadmap. Nine years and seven companies later, I've mostly stayed in the same lane: products where the stakes are real. Fraud, compliance, risk — problems where a wrong call costs someone money, or worse, and where "move fast" has to coexist with an audit trail.

What I've learned across eBay, USAA, Accenture, and EY is that the hard part is rarely the technology. It's deciding what not to build, and being willing to own that call when it doesn't work out. I hold a Master's in Software Management from Carnegie Mellon, but most of what I actually use day to day I learned from being embedded with engineering teams long enough to understand what they were building, not just what the spec said.

Right now at Fiserv, I'm doing the same thing at a bigger scale — international AI product strategy across markets that don't share a regulatory framework, let alone a roadmap.