Advaita Nigudkar

Totally agree that different internal stakeholders need different levels of detail, and honestly, they also have different communication styles and expectations. What’s worked well for me is treating this like any other alignment problem: we set expectations early. At the start of a project or initiative, we align on what kind of updates folks can expect — how often, in what format, and through which channels. This might mean exec-level updates in a monthly business review, while CXO(Support) or ...Read More

People management is not easy, and letting someone go is one of the hardest parts of the job, both emotionally and professionally. The first time I had to do it, I remember questioning myself a lot: Did I support them enough? Was my feedback clear and early enough? Could I have turned this around with more time? You want to believe that with the right coaching, anyone can succeed, and it’s tough when that doesn’t happen. But over time, I’ve learned to balance empathy with objectivity. I now make ...Read More

It really depends on the nature of the project and the teams involved — but a few foundational cross-functional rhythms have worked well for me. Managing cross - with your 3-in-a-box (3-iab) (PM, Design, Eng):We maintain regular ceremonies — weekly stand ups, sprint planning, refinement, retros, and design/tech reviews. These are table stakes for execution. Managing down (with my teams):Me and my 3-iab do a monthly progress check-in with a broader set of stakeholders We use it to review roadmap ...Read More

I think the first thing to acknowledge is — the C-suite doesn’t have infinite resources. At BILL, we’re growing fast, and that means there’s always a long list of valuable things we could do. But the executive team’s job is to focus the company’s energy on what will drive the highest impact — and that often means making really tough tradeoffs. So when you're asking for more resources, it’s not just about saying “we’re stretched”, it’s about making a clear, compelling case for why your initiative ...Read More

One of the biggest challenges in product is managing urgency vs. impact. What’s helped me is shifting the conversation with execs from what feels urgent to what drives real outcomes. I usually anchor the conversation around: Company priorities and OKRs – framing work in terms of alignment, not just activity. Opportunity cost – making tradeoffs visible (“If we do this now, we delay X. Are we okay with that?”). Customer signal and data – even directional insights help ground decisions beyond urgen ...Read More

I genuinely believe that great product management is largely domain-agnostic. If you’ve built strong PM fundamentals — customer discovery, problem definition, roadmap prioritization, data-driven decision-making, and cross-functional execution — you can flex those muscles across industries. The core craft doesn’t change, even if the context does. That said, some roles do have a steeper learning curve — especially deeply technical or domain-specific areas like identity, core infrastructure, risk/f ...Read More

Working with the C-suite is all about clarity, accountability, and perspective. A few habits that have really helped me: Start from the top down. Always lead with the “so what” - what’s the core takeaway or insight you want them to walk away with? Then unpack the what and how. Think about: What would the C-suite care most about? What decision or awareness are you driving? Keep it focused, but layered. Provide the high-level summary up front, but also give resources or links to dive deeper if nee ...Read More

I believe it's important to bring the development team in early — not just on the what, but on the why and how we’ll measure success. Success metrics shouldn’t be an afterthought. If we’re asking engineers to invest time and energy into building something, we need to be aligned upfront on how we’ll know if it’s working. That means having conversations early in the product discovery or planning phase about: What outcomes we’re trying to drive (business or customer impact) How we’ll measure them ( ...Read More

I involve engineering and design right from the start, not just at execution. When we’re defining the problem space, I like to bring the team in to align on: Who are the customers? What are their pain points? How are we solving those? What data do we have (qual, quant, comp) to validate that this is a real problem? This helps build context early and creates shared ownership from the start. I also pull in engineering for early brainstorming. Some of the most creative and efficient solutions I’ve ...Read More

I work closely with engineering managers, designers, and engineers as a core triad, each of us brings a different lens: PMs focus on the why and what, design on the user experience, and engineering on the how and scalability. The best outcomes happen when we’re aligned from problem definition through delivery. With Engineering Managers, it’s about joint ownership of team planning, sequencing, and balancing tech vs. product priorities. With design, I stay closely looped in from early research thr ...Read More