“Over the last 4 years at PayGlobal, I architected the core loan disbursement engine that currently processes $45M in monthly micro-loans across Southeast Asia. While I mastered technical scalability and API latency, I discovered that my real passion lies at the intersection of customer journey design, unit economics, and credit risk models.”

“To transition from building technical specs to owning product strategy and P&L as a Senior Product Manager at firms like Razorpay, PhonePe, or CRED, I have two critical knowledge gaps: structured corporate finance (managing credit loss provisions) and go-to-market strategy.”

“ISB’s 1-year PGP is uniquely calibrated for my inflection point. Specifically, I plan to leverage Professor Bhagwan Chowdhry’s Fintech & Financial Inclusion elective, participate in the Experiential Learning Programme (ELP) with a digital lending partner, and lead the Business Technology Club to organize the annual Product Conclave.”

“Long-term (7–10 years), I aspire to lead digital banking products for underbanked MSMEs across Bharat. If fintech PM hiring contracts during my cycle, my Plan B is Strategy Consulting in the Digital Financial Services practice, which offers parallel problem-solving rigor.”

“During an 8-month ERP modernization project for a major FMCG client in Dubai, our 6-person delivery team was split into two hostile factions: the client’s legacy IT team was resisting data migration due to fears of operational downtime, while our technical architects insisted on an aggressive 48-hour hard cutover.”

“As the Project Lead, the client VP warned me that if we did not establish a unified deployment roadmap within 5 business days, the multi-million-dollar contract would face penalty clauses and delay.”

“Instead of forcing a top-down mandate, I first organized individual 1-on-1 listening sessions over coffee with the legacy IT heads to uncover their unspoken concerns: they feared being held liable if inventory tracking failed during peak sales weekend. I then convened a structured workshop and proposed a phased hybrid cutover: migrating non-critical regional warehouses first on a Wednesday, running parallel reconciliation for 72 hours, and then transitioning headquarters once stability was proven.”

“Both teams aligned on the compromise. We executed the migration with 0% data loss and zero supply disruption, saving the client an estimated $320,000 in potential retail stockouts. This taught me that leadership in conflict isn’t about proving who is right; it is about addressing psychological fear with structured risk mitigation.”

“The Indian Government’s phased reduction in FAME-II subsidies and the rollout of the EMPS (Electric Mobility Promotion Scheme), combined with critical mineral import tariffs on lithium-ion cells, has fundamentally transformed unit economics across the Indian EV supply chain.”

“For our firm, cell procurement costs surged by 14%, reducing our gross margins from 22% to 15% unless we immediately restructured our supply contracts and localized battery pack assembly.”

“I led a task force to renegotiate 18-month index-linked contracts with domestic cathode suppliers and spearheaded a Lean line-balancing initiative on our Chennai factory floor, which improved our manufacturing throughput by 19% and clawed back 420 basis points of gross margin.”

“In the long run, subsidy rationalization is healthy because it forces non-viable assemblers out of the market, rewarding firms with deep cell chemistry R&D and localized scale. At ISB, I want to explore how blended private equity capital can fund next-gen solid-state battery infrastructure in India.”