 Thank you, everyone. Thank you. Yeah, I'm under pressure Because I'm more of a doer than a talker. So if I fumble, please Clap for me Yeah, so first a very warm welcome to everybody in this whole product festival, right? And all our online audiences I want to first start by thanking product school For making this happen and for the audience coming here and allowing me to share my experiences with you As I said, I'm a doer. So I hopefully It will be worth it So my name is Shubha you and for those who can't pronounce my name call me mr. Data No pun intended And This is how I look like on LinkedIn lot have been talked about me. Let's move on from there. I want to Talk about some of my fundamental beliefs, which you won't find on LinkedIn, right? This is been the start of the journey basically moving from a jack-of-all-trades to a master of all all things product management Steve Jobs He's my hero What I like about him is his clarity is His vision sometimes stubborn vision if you may think But that stubbornness Comes from a extreme deep understanding of the customer right Think of it deeply all things product management are equally important for us But who doesn't need data who doesn't need hiring who doesn't need culture, right? But what segregates a product leader? From the rest of the herd is customer obsession. I Never forget that. So I do spend 80% of my time Just trying to understand customer and never sell anything to the customer, right? And that's what I'm going to talk about So when this First opportunity came to me. I thought I'll have to make a dent in the universe, right sounds familiar So I thought that why not? Talk about the pressures of prioritization all the stakeholder disagreements and all the scope changes, right? How many of you can relate to this problem quick quick show of hands, right? Super so that's a testimony that frameworks don't work, right? so and the reason is that product and And payroll is every employee's business Like it or not. Everybody has an opinion about it, right? So the sooner we get to terms with it the better it is So what I did was in my quest for excellence. I also tried chat GPT So how do I say no confidently? It says be assertive And if I'm assertive, you know what follows, right? So I want to share with you how we solve this problem in tier I want to first introduce tier mobility to all of you if you haven't already used our products Yeah, you already saw our MJ using our scooters. So we are a sustainability company We are the mission to change mobility for good We are in 31 countries Let me read it out from the slide So we are in 31 countries 560 cities 24 plus million customers in four years How does this infectious growth happen, right? So this is product led growth in reality, right? So I'm going to share with you some of the Mechanisms that we use beyond any frameworks which don't work, right? To enable such infectious growth and it starts with it starts with product like growth. It starts with the odd design So as a product leader, I am responsible accountable and so is my team Responsible and accountable for the PNL performance of the company pressure right, but then we Participate in the forecasting in the budgeting. We take the lead not finance Right, and we are held accountable for the performance of the company. So we have to go beyond slides We have to go beyond talking about it into practical execution and that's what I'm going to share with you, right? About what are the working mechanisms that we have put in place that can build such a growth and it's always about saying no It's always about saying no saying no to the thousand things so that we focus on the right things, right? And by the way, I'm a doer if you like it. So please little round of applause will help me So it all begins with him right 1997 still so valid says they're only simple things Focus and simplicity. That's what we do in Q4, right? So we begin with who? Is our customer and who is not and why do they care? then We move to simplicity what to simplify where and when to simplify and Don't forget the The people right because as product leaders we need to bring all our folks All our stakeholders including our vendors on the same journey, right? If there is no alignment, then we have a problem So I'll begin with the Q4 exercise that I was talking about right is we focus on who is our customer and who is not right sometimes people will say begin with the why I say begin with the who right and Focus can be scary It can be really scary ask me when I go for a buffet dinner I make sure I pick up everything on my way and What happens I end up eating a lot of things I don't like Right, and I end up wasting a lot of food. So if you ask me at the end of the day, was it pleasurable? Probably not then I wish that what was value for money I wish that I would have known exactly those three delicious items that I like I would have picked them up in abundance ate them and yet have time for some chocolate desert That's the power of focus for you and That's why I always say that you have to focus on your Pareto customers those 20% customers who will unlock 80% of your growth ambitions Whatever your growth ambition is it could be profitability. It could be revenue. It could be Moving to a new region adding a new product line. Whatever is your strategic growth ambition of the company the corporate strategy? Align yourself to that bring in those 20% of users power users Who are going to unlock that 80% of value identify them and then? Do deep interviews with them? One hour at least deep interviews with them never sell solutions Try and understand where they are coming from what they do before what they do after a lot has been talked about I won't bore you with those details, right? But it's important as product leaders I personally also go through each and every question. That's there, right? And Alongside that that's a qualitative analysis do a quantitative analysis AI cluster analysis so on and so forth to understand the In our behaviors of the customers and get to the point of what they don't tell you, right? So with that knowledge then we move in Q4 itself to what is known as a strategy canvas So here we have all the values or all the needs all the problems whatever you call it that the customers or Those segments of those target segments really want on a scale of zero to ten We picked two and I'll show you why This is on top of this we overlay where our strengths are important and we find out that In certain areas, we are actually fulfilling the need to an optimum five areas Now email and we then specifically choose not to build or develop new products in this area or new Experiences right and I know some of you are going like what about wow? What about delight? Right, how do I build in delight? Why not build that 5x growth? Well, let me quote an example and I'll read from here iPhone 14 Pro Max and Samsung S22 I'm going to compare these two we know who the market leader is I'm not going to break that debate on Apple versus Samsung right but iPhone has 14 megapixels of front camera and 18 in the back in the rear versus Samsung is 108 so three times more feature packed yet as a customer I bet you would say which is the winner and you know which provides a pleasurable experience So one of the things that I'm really passionate about is that if the need is basic Right, if it's just a basic need jobs to be done Then there comes a point of diminishing return as a product leader. We need to know that point Don't keep on wowing the customer everywhere if you want to please everybody please no one, right? So that's one tip for you moving on We have the competition Now this is a massive generalization don't don't get to to to work up with it It's a massive generalization in reality We plot all our competitions different each in individual competition and plot their strength take this as an aggregation, right? And we then see what is the strength of the competition and where I should not pick up battles and there I find two areas Now You may ask Okay, why still not fight them in these two areas? Why do you bail out? The reason could be multiple The reason could be that I may not be able to drive a lot of Huge customer experience. I may only be able to drive marginal customer experience, right? So I know that or it could be that we know that the competition will make a move, right? So based on those things we decide We will not there are other use cases also for example That you know that technology may be very hard technology to move this Problem is in its infancy So we know that we will have to come up with hacks and a lot of work has to be done. So that could be another reason Two other points. I want to touch on is it may not be our strength also, right? and we need to play to our strengths and Last this need may be a general need for all segments. It's not unique to my VIP segment or my strategic customer So that's something those are some of the reasons why we decide not to fight that battle then Comes where do we pick up the battle? So we selected two areas, right and why? So the first is need number six We we selected this because this need is just not a very practical need it is in The hierarchy of needs it is at a self-actuation or much higher need higher need emotional needs Customer willingness to pay is much more if you keep chasing the practical needs mega pixel You will keep doing that, right? But the emotional need that apple cracked was that you don't want to click a picture You will upload a picture in Instagram. Oh, so after a certain point It's diminishing return because it takes a lot of time. It's a heavy file Right. So those are the things you need to really get into. So that's the need number six then the need number ten We picked this because It's a unique need to my strategic customer the non-strategic segment may not have this need may not appeal to them And why that's important because if I have to bottle my strategic customer, right? Then I need to understand what differentiates them and what is the additional things beyond the practical things Everybody's looking for and that's why we select here, right? and another thing as a tip that I always kind of do then is how do we incentivize The non-strategic segment to behave According to these needs. So we always incentivize customers who want to behave in this way, right? So you do this I give you this in that we are actually moving the needle of the non-strategic segment to move into the strategic space And I am creating a broader group of strategic customers that will give me high CLTV, right? So these are some of the reasons why we Do this once so basically don't keep adding values periodically here and there doesn't make sense, right? add 5x value in very focused areas where you will be able to compete and That is competitive advantage. So we know that we are at least 5x times better than our competition in these two areas And that is my product positioning, right? Next it comes with we need to align Strategic alignment, I feel you Why not stakeholder engagement? Why I choose strategic alignment? It's because ask a married couple They'll tell you Sometimes it's too much engagement less alignment. So what if What if you agree with your stakeholders on first principles Before the year starts that these are the building blocks. These are the principles any day daily transaction happens daily decision making I always refer back to that contract. Hey, I married you last year and this was my contract and one of those is as a we in the Q4 itself all that I said we Discuss and align on the segment. We will not target segment we will target on The product positioning as I mentioned which are the clear areas. We'll hit the ball out of the park and Then we open up something known as a product intake mechanism. So when Every stakeholder including finance anybody has an idea. There's a clear ticket raise it and it will come to my backlog and we'll analyze Here Again Should not do this in presentation. I'm told don't go back. Okay So again, I'm a doer right I can get away with things so In product intake mechanism a few things. I always encourage my stakeholder Please don't give me solution. Tell me the problems. You're wanting to solve for the customers, right? otherwise, it's not a customer obsessed company, it's a sales company and One from my experience You will see that through this process you're able to actually filter out 80 to 90 percent of The ideas that come in right because they don't fit into your strategic decision-making, right? Remember those 80 years that we chose not to build, right? So that's where you can cut down on 80 to 90 percent. That's enough saying no very nicely Okay Now with that intake mechanism. What do we still do in Q4? It's a long Q4, right? Is we plot all those ideas that we internally have and that has come from stakeholders into this product impact canvas now Arguably you would say that if there is no development work happening or no enhancement of the UX then Still the the product would sell right as long as you keep your services on and you know KTLO stuff keep the lights on right So that's our baseline that's what we call in the forecasting process as our baseline Anything we build on top of that should have clear revenue targets and goals Right, so you'd see the first one here Okay Is team cool? right, they have been assigned the problem ABC right and The target is 5% of acquisition so we believe that if we do ABC we will acquire 5% of more customers this is based on historic data gut feeling whatever you call and This will give me a total uplift now that I explained baseline and uplift of 3.8 million will be rich someday and This is a strategic area Right, so it's important for us to build it and it'll give me EBITDA etc Then I move on to the second one which is same cool team, but doing XYZ and You would ask me here Why are they working on a non strategic area? You just said you will not work But think of things like chat GPT When a disruptive technology comes and throws the you know throws you off the rail in five days Right, that means or when the entire competition has upped the game Right, that means then if you go back to the value curve or the strategic curve the customer expression Expectation would have increased Right, and that is when we also decide to work on non strategic areas Yeah, so that's q4 pressure after that What we do on a monthly basis or a daily or a weekly basis is rapid experimentation Remember, I assumed 5% based on similar projects etc etc and that's an assumption But if we achieve 5% of acquisition Definitely because we do the forecasting based on our finance model, right? So finance can assure you if 5% is guaranteed 3.8 million is guaranteed, right? So question is is it five or is it two rapid experimentation bring it make it as hacky as possible But business is speed timing is everything, right? Do visit of ours do prototype as far as I am concerned drawn a piece of paper and experiment, right? But shouldn't take more time. That's important. That's why and Then if you revise your assumption that will be revised here, correct Next the product intake mechanism is always there So new ideas are always flowing in 80% of them are automatically segregated out because of first principles, right? and Then we align the stakeholder consistently. This is where we do the monthly business reviews, right? So that we update the impact canvas and do the business reviews constantly with the stakeholder Two things I want to add here, which previous speakers have fantastically covered. So I won't be elaborate on it one is Continuous discovery So remember we did the whole exercise of customer understanding in Q4 not that I don't revisit it again, right? As I said, I like to spend most of my time with the customer So we revisit that every time to understand whether the needs are changing, correct? Or you know all of that and then We definitely need to adapt this one and this is the moment where I fumble, right? So I was expecting a clap That's it. Thank you back on track. So When there is this constant alignment with the customer and I want to I want to kind of Explain it with a metaphor, right? So customer relationship is is like somewhat Like a partnership. Yeah, or I can say it's like my relationship with my spouse. It's that deep So in the initial honeymoon period, there's a lot of curiosity and a lot of understanding Right, but the curiosity drains down because what's more to understand? I know everything and then the miss is in front of the understanding right if We know that as leaders consciously and it has happened people take an example of Nokia taking customers for granted We are the best overnight gone, right? If we know that constantly we would be as curious and I think Pardon me 20 or 23 years You know, I think we have a very good relationship with my wife. So So that's important if stickiness is retention Then curiosity is the glue Right your PM's curiosity is definitely the glue. So please don't forget that quick recap Besides the tip of wearing red glasses. It's always is nice to say no red Okay resonated with somebody These are your first. This is a quick recap of the top five, right? So we first do a who who is my customer most importantly who is not Right, whenever somebody says I want to do this. That's okay. What do we not do? Right, so who is my customer who is not segment target then why? why There are so many why is that the customer cares about what is my product positioning third intake process Bring in everything as I said 80% will not fit your strategic area. So you have clear goals Those 20% that remain rapidly experiment be curious align stakeholders and you will nail it and I want to end by saying thank you to two group of people without with whom I would not have been able to utter a single word here one Product school guys back in there's a lot of work a lot of hard work. Yeah, I think we should appreciate that Not done yet my team if they did not deliver on The metrics that I was able to proudly show to you. I would not have able to be even stand here, right? So, please around over And oh, I'll finish with the Steve jobs. Okay. No, I'll finish with Steve jobs That was awkward that was awkward. No, no, no, it's not awkward I'm a doer. They've given me the license. Are we should I go back down? No, it's okay 30 seconds. So All right, it's important to say I'll point for you. I'll point. Yep. It's important to say that what he said is I'm proud of all the things that I haven't done, right and Innovation innovation is saying no to thousand things. I'll end with focus is about saying no. Thank you