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Virgilia Kaur Pruthi (she/her)

Virgilia Kaur Pruthi (she/her)

Senior Director of Product, Head of Trust and Safety at Expedia Group

Seattle, WA

My goal is to help you grow as a product leader, whether you're trying to get a job, level up, build an effective team, or figure out how to work towards that north star vision.

Content

What is an important KPI that you see product teams completely missing?

Virgilia Kaur Pruthi (she/her)
Virgilia Kaur Pruthi (she/her)

Expedia Group Senior Director of Product, Head of Trust and Safety | Formerly Amazon • 4y

Interestingly enough I see two trends in the types of KPIs product teams miss.  1) Aligning with the larger's organization or business goals - Ensuring that your product roadmap is actually impacting the success metrics (OKRs, KPIs) of the business itself is critical to knowing if you are investing in and prioritizing the right work. 2) Capturing "technical or engineering" metrics - Any work that your team spends time on should be impacting some metric. Even metrics that are technical (the most ...Read More

1,721 Views

What are some of the *worst* KPIs for Product Managers to commit to achieving?

Virgilia Kaur Pruthi (she/her)
Virgilia Kaur Pruthi (she/her)

Expedia Group Senior Director of Product, Head of Trust and Safety | Formerly Amazon • 4y

This could really range based upon the company, your users, your target goals, where you are in your business lifecyle, etc.

The most basic ones are: acquisition, activation, retention, revenue, referral

You could also be measuring customer lifetime value

In regards to the worst KPIs, honestly those that cannot be discretely measured and tracked over a specific time period. Vanity metrics (e.g. the number of views from a marketing article or number of shares of a post) really add no value.

1,650 Views

What are good OKRs for product management?

Virgilia Kaur Pruthi (she/her)
Virgilia Kaur Pruthi (she/her)

Expedia Group Senior Director of Product, Head of Trust and Safety | Formerly Amazon • 4y

This could really range based upon the company, your users, your target goals, where you are in your business lifecyle, etc.

The most basic ones are: acquisition, activation, retention, revenue, referral

You could also be measuring customer lifetime value. 

Again this will really depend upon what type of business you are in.

1,568 Views

I’m the first PM hire in my company. What advice would you give to someone tasked with establishing this function in an existing business structure?

Virgilia Kaur Pruthi (she/her)
Virgilia Kaur Pruthi (she/her)

Expedia Group Senior Director of Product, Head of Trust and Safety | Formerly Amazon • 4y

Wonderful, congrats! Get into a rhythm by understanding the business/company goals. Then understand how the tech works (look at the customer/user interface first and then make sure you understand how the system behind the UI works). Begin collecting data in a transparent way and share your learnings with your stakeholders and leadership. Conduct user research (both qualitative and quantitative) to help illustrate what product areas (epics/themes) you want to focus on and how these connect back t ...Read More

1,519 Views

How do product KPI’s change with a self-serve product?

Virgilia Kaur Pruthi (she/her)
Virgilia Kaur Pruthi (she/her)

Expedia Group Senior Director of Product, Head of Trust and Safety | Formerly Amazon • 4y

I'd love to learn more about what you mean by this. In reality they shouldn't change, your customers would just be internal that's all. You could still measure activation, activation, retention, engagement, resolution time, etc. On the other hand, you could measure self help vs. those who still asked for support or metrics lik elatency.

1,427 Views

While working on large and complex projects, how to effectively manage between speed of delivery vs managing and aligning a large number of stakeholders?

Virgilia Kaur Pruthi (she/her)
Virgilia Kaur Pruthi (she/her)

Expedia Group Senior Director of Product, Head of Trust and Safety | Formerly Amazon • 4y

Creating the right mechanisms to manage your stakeholders is critical to managing up and across. Allowing your stakeholders to stay on the pulse of your product while having access to updates really helps in building trust. Creating mechanisms like brownbag/learning sessions on a frequent basis (weekly or biweekly basis) also helps in creating an open forum. Then you can focus on protecting your engineering/design team and enabling yourself to scale.

1,341 Views

How do you break down responsibilities and KPIs for product launches between product management and product marketing?

Virgilia Kaur Pruthi (she/her)
Virgilia Kaur Pruthi (she/her)

Expedia Group Senior Director of Product, Head of Trust and Safety | Formerly Amazon • 4y

If you are lucky enough to have a PMM partner, then I would create a very transparent RACI chart which showcases who is: R - responsible A - accountable C - consulted I - informed  about the various pieces of work. In my experience, depending upon the size of the team/company roles and responsibilies realy vary between product and PMM when it comes to product launches. Here is just one example of what could work: Product Management - Responsible for managing launch ready engineering and design w ...Read More

1,269 Views

How would you change a product team/organization to be more KPI driven?

Virgilia Kaur Pruthi (she/her)
Virgilia Kaur Pruthi (she/her)

Expedia Group Senior Director of Product, Head of Trust and Safety | Formerly Amazon • 4y

What a terrific question! This is one takes time and depending upon your organization will require patience. The best way I have learned, is to ask "why" a particular feature is being prioritized, and the "impact" it is bringing to the customer. The best way to create change is to start with your own product team (even if that consists of you as the PM, engineering, and UX/UI). For every epic/story, make sure to note down the KPI that it will impact, and why that is important to your target (end ...Read More

1,181 Views

What's your process for figuring out what metrics to hold product management accountable for?

Virgilia Kaur Pruthi (she/her)
Virgilia Kaur Pruthi (she/her)

Expedia Group Senior Director of Product, Head of Trust and Safety | Formerly Amazon • 4y

This is a hard one as I am sure there are a ton of layers to unpack here. Whenever there is a question around metrics, I would first look to the customer and understand what customer pain points your product area is solving for. Then see how those needs and your business goals align, and how your specific area can help solve for that. If it is a matter of stakeholder management that is a different story, but engineering, product and design should really have shared KPIs.

1,168 Views

How do you think about shared KPI’s with your engineering team? And what are ones that product teams often miss?

Virgilia Kaur Pruthi (she/her)
Virgilia Kaur Pruthi (she/her)

Expedia Group Senior Director of Product, Head of Trust and Safety | Formerly Amazon • 4y

Product teams in my opinion consist of product, engineering, and design (at a minimum). With that said, product KPIs should always be shared with engineering since what they are building essentially impacts the KPIs of the product in question. All the work that product teams do should always build up back to the overall company/business unit objectives (even if those metrics are more technical).

1,088 Views
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