Product Manager · Leipzig, Germany
Six years betting on the right problems, experimenting toward the right solutions, and shipping fast enough to find out.
Years in product
Site visits, construction
Users impacted
Teams led
About
Great product work happens across three dimensions at once — betting on which customers and markets are worth the company's attention, experimenting your way to the right solution before committing to build, and shipping fast enough that real users tell you if you got it right. I've spent six years doing all three.
I started at a small, bootstrapped construction SaaS startup in India. Construction is not a normal software market — decisions happen on site, across owners, contractors, and project managers who all see the problem differently. 100+ visits taught me how to navigate that — and find the real problem underneath all of it.
From there I joined a US based, venture-funded growth-stage startup — where, under a strong product leadership team, I learnt what great product management actually looks like and grew from Product Owner to Product Manager over three years. Each step was a harder problem: first bringing reliability to how the team shipped, then using discovery to get customers to value faster, then owning the business problem of retention end to end.
I'm now at HHL Leipzig doing an MBA — adding business depth to product judgment. I'm building ventures alongside my studies, one in an EIR program at a climate tech collective and one in active incubation at HHL.
Deciding which customers and markets deserve the company's attention before a line of code is written.
Getting to the real problem in markets where users disagree with each other — 100+ construction site visits taught this the hard way.
Turning an unpredictable delivery process into one a business can plan around.
Owning churn end to end rather than treating it as a feature backlog.
Work
Four problems, each harder than the last. Every study follows the same arc: the problem, what research changed, what I built, what it moved, and what I'd do differently.
US venture-funded growth-stage SaaS
Year 1
Product Owner
The team shipped, but nobody could say when. I rebuilt how work entered and left the pipeline so the business could plan around it.
Predictability
Cycle time
US venture-funded growth-stage SaaS
Year 2
Product Manager
New customers took too long to reach the moment the product earned its keep. Discovery work reshaped onboarding around that moment rather than around our feature set.
Time to value
Activation rate
US venture-funded growth-stage SaaS
Year 3
Product Manager
Churn was treated as a backlog of requests. I reframed it as a business problem with a measurable target and worked the whole funnel behind it.
Churn reduction
Net revenue retention
Bootstrapped construction SaaS, India
First three years
Product Manager
Owners, contractors and project managers each described a different problem. 100+ site visits surfaced the one underneath all of them.
Site visits
Adoption
Full write-ups are the next piece of work — the structure above is ready for them.
Projects
What I'm making alongside the MBA — two ventures in progress, and prototypes where I wanted to understand a problem by building it.
Diffs two versions of a Speckle BIM model and produces grounded, role-tailored impact reports — one engine, a swappable lens per role, and a contract that refuses to fabricate what the data cannot support.
A live interactive session app for an HHL Leipzig MBA Organizational Behavior class on climate change. Three cohorts participate from their phones while a projector shows the unfolding journey.
Entrepreneur-in-residence program at a climate tech collective, building alongside the MBA.
A second venture in active incubation at HHL Leipzig.
Experience
Current
HHL Leipzig Graduate School of Management
Adding business depth to product judgment, while building two ventures alongside the program.
Three years
US venture-funded growth-stage SaaS
Grew from Product Owner to Product Manager under a strong product leadership team. Each step was a harder problem than the last.
Three years
Bootstrapped construction SaaS, India
Construction is not a normal software market — decisions happen on site, across owners, contractors and project managers who all see the problem differently.
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