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 w...

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 remembe...

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...

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 valuabl...

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 re...

I genuinely believe that great product management is largely domain-agnostic. If you’ve built strong PM fundamentals — customer discovery, problem definition, roadmap pri...

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 ...

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 after...

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 cu...

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 ...