 Hello, everyone. Thank you for taking the time this afternoon to listen to me and learn about preparing for the product management interview. So, in today's session, I want to focus on how you go about preparing for the interview and including what you do before the interview, what you do, what you get a call. And I want to talk about aspects that may be obvious to you all. But I've seen in my experience that interviewers, you know, like when we share feedback, when we are interviewing people, I've seen these common mistakes. And those are like low-hanging fruits, I feel anyone can kind of improve on. So we'll start from there and we'll get into details. So, yeah, excited to be here. This is my first session. So please feel free to whatever feedback you have. I've shared my email in the end. So send your feedback or your questions, et cetera. So we can kind of keep on improving right now. Cool. Again, so thanks. And let us start. Let me get my presentation going. All right. Yeah, most importantly, right, like look at the disclaimer. This is, again, no way it should be considered as an official response from any of the companies that I've worked for in the past. This is purely based on my experience and whatever I have seen during my product management career in the last 10 years. And kind of a list that I have maintained by myself where I have either I have made these mistakes or I've seen others, you know, come at these mistakes, right? So it's just purely personal experience. And please do not take it as an official response of any of these companies that I mentioned. All right. So about today's agenda, right? So quickly talking about the background, we'll talk about what is product management like a quick one-on-one. I want to make sure kind of your level setting on what does product, what do product managers do. We'll talk about pre-work. And by that, I mean, what do you do even before you get the call, right? Like obviously that is, there's work that you would have to do in order to nail it. So I'll talk briefly about that. Then we'll talk about once you get the interview call, you know, what are the next steps and how do you use the pre-work in that. And then number five and six, honestly, nowadays, because it's pretty much like virtual rounds, right? Unless once like things open up, I don't know when that will be, maybe sometime next year where you'll have the on-site interviews in person, right? So but I think whatever we talk for number five will also be applicable to number six. So I hope and again, like if there's any deltas, we can feel free to reach out to me and then we can talk about that as well. Then we'll also briefly talk about the writing assessment. I know some companies do it. And again, it's kind of what you learn from all the points above, right? But it's just about succinctly conveying the points. So we'll talk about that as well. All right. So quickly, what is my background, right? And why am I here? So I have been in product management for the last 10 years and on consumer as well as enterprise products. And I mean, it's pretty self-explanatory, but consumers, I mean anything like you know, Amazon is a consumer product. Enterprise is B2B, where often that I'm currently working on is a business-to-business offering. Even at Amazon, I was in teams where we offer, we were helping businesses. Similarly, so that's what I mean by that statement. So I have an undergrad in computer science and MBA in marketing for product management. Right now they said, I'm a group product manager at BACTA, which is into identity access management on the cloud. And I recently started, this is very recent. It's been a month so far. So I'm still learning identities, kind of a new space for me. Amazon, I was for almost four and a half years and I worked across various teams. Amazon identity, like that's the retail identity team. So every time basically you use your username and password on Amazon or any third parties like where you have social login, blogging with Amazon, blogging with Facebook, kind of a thing. So I used to do that for Amazon. I also worked on Alexa Shopping, which is voice-based shopping. So how do you reduce false positives? Because through voice checkouts, a lot of times orders were placed that the customer did not intend to. And for whatever reason, it could be the background noise or the kids are playing with it. So I was on the team, the PM for risk production on that. And again, the Amazon business is, I was the PM for acquisition and registration for Amazon business, which is nothing but a marketplace for businesses. It's Amazon, but only businesses can shop there. Prior to that, I was at CVS Health, I was the PM for personalization. They have a 70 million personalized members in their loyalty program called extra care. And I was the PM for personalizing their experience through your mobile apps, on-site websites, through coupons, et cetera. So throughout your shopping journey pretty much. And prior to that, I was in Sears and came out both because the platform, I was the post-order product manager. So anything you do after the order is placed, that journey, I used to own that. Prior to that, I was at a startup in Philly. So yeah, that's about me. So let me quickly talk about what does a product manager do, right? And why is that important? I think because lately, every company has a product manager and I've seen the definition change and different companies define product management role in a different way. So it's very important for anyone who's applying for a product manager role to understand what is the typical role of a product manager at that target company. And is it mostly execution or is it strategic? You hear that a lot throughout my career, I heard that. And it's actually tactical versus strategic. And I should be like, what does that really mean? So that's why those three questions are there. But pretty much it's like, if you're like a first-time PM or your junior PM, most of your work would be around execution. So the strategy is kind of being defined and then you're driving the execution. Not that that execution may have a strategy of its own, but at a high level company level or product level strategy, it may be not, you may not get as much exposure there early on. Again, like that star just says unless you're at a startup where you can do everything pretty much right. Then the other question I've seen people ask is how technical do I need to be, right? Do I really need an undergrad degree in computer science to be a product manager? So the plain answer is no, but it also depends on what kind of company that you're applying for. For example, let's say you have a role in obviously AWS. Your customers are developers. So you need to understand technology at a deeper level. But let's say you are in product manager for soft lines or for checkout page or things which are more business. Again, like don't get me wrong. It doesn't mean that you don't need technical expertise. It's just that you don't need as much like you don't need to code. You don't need to know how to code, etc. Even I don't think even for AWS you actually need to code. But because your customers are developers, it's better you understand what are their traits and what are their pain points, etc. For example, when to use an API versus an SDK, should you have, should you support that functionality? What SDK should you build for all OSs or only the OS that has majority of the population uses, etc., So yeah, and then that's, so you need to be technical depending on the kind of and then you have, as I was mentioning, consumers, businesses, enterprises and developers. So typically consumer facing products and even the products used by developers are very fast based and so AWS is an example for consumers. Facebook is an example, Amazon is an example, because you have to keep moving fast. There are certain hypotheses that you will come up with, you test those and you have to keep moving fast. And again, like the last point, just to reiterate that, like there's a lot of experimentation data analysis that's required to be successful in those roles. So just kind of an overview of what you need to look at when you're applying for that role and how do you do your research on what aspects are there. All right, so here what I've done and again, like I know I have a bias, you'll see that the sum of language overlaps with the way Amazon, you know, conducts its interviews or the leadership principles, etc. But I think I've learned a lot in my role there and then through the interviews I've taken and what I've tried to do here is kind of highlight what are the top traits that I personally feel a product manager needs to excel in to be successful. And I just list those down here. So the number one is ownership, right? Like there's no clear job description. You will do it all. Anything that no one else does, you should be willing to do it. There is no boundary of like, hey, that's not what I would do or that's not my role. It will be your role, right? From testing the software to talking to the salespeople, talking to end customers, talking to the PI teams to get data, everything like so you will need strong ownership. Secondly, it's a very highly cross functional role. And again, like the bigger or the larger the company, the larger the span of your impact. So you definitely need leadership qualities and empathy as well. And I say empathy because a lot of times you would want to drive product decisions and get stuff done. But there are genuine constraints. So it's not like one of the stakeholders is being difficult, but you need to understand what is that? What are those constraints and kind of go from there, right? Secondly, again, number three and number four are kind of related. Every time you start a new role, like for example, I started off right now. I don't know so much about the identity space. So I'm that's where I am right now, right? Just number three, I'm asking a lot of questions. And I've seen people have this fear of being judged because they think it's a sweet question or, you know, everyone else knows the acronyms that are being used in meetings and you try to take notes and follow up, but it's just a lot. So like use your judgment, but definitely ask a lot of questions to learn about, you know, what is it that everyone's trying to do? Why why you're doing sort of, etc. And I've seen like not many people do that. I mean, I used to be scared of asking those questions early on when I started, but I've realized that it's super important. And sometimes you asking that question kind of reiterates it for the others as well, right? And similarly, number four, like the five eyes is like deep, like you have to get really deep into why we are trying to solve this and like, so it could be like, Hey, let's say increase conversion, like why? Because then more customers will, you know, finish their journey. Then what? Why? Why is that important? Because then that means that, you know, they are, they enjoy coming to a site and finish their, their enjoy shopping with us. Then why is that important? Similarly, like, you know, you ask those five eyes and you get to the bottom of it for every question. The other, I think the other four are as, as you get seasoned and as you start blending into your own, you will see why those are important as well. But once you get one to four, you know, you kind of start when you ask a lot of questions, you understand the tech so you can stand your ground. You understand the tradeouts because you understand why we are doing something and what is the most important problem to solve? Similarly, how do you define success and how do you measure it? That also comes back to why we are doing this, like who's affected and what's the short term goal? What's the long term goal, etc. So always keep that in mind. And it's okay to be wrong. It's okay to fail. And it's okay to be critical, like be vulnerable about it and talk about it. Like, hey, I learned this, I failed in my experiment. This was my most important learning and how you apply that in the future. So, so make sure that and why am I spending so much time on this slide is as you think about your examples and your interviews, you should kind of try and talk about these aspects in your examples and, and then, you know, pick up like the top four. I mean, it obviously needs to be there, but you should definitely try and quantify these and say how you demonstrated these in your interviews. So let's talk about the pre-work a little and what I mean by that. So don't I've seen a lot of people stress about, hey, no, I'm not getting any calls. I keep applying and I keep getting the Jags and these automated emails, etc. So I mean, it's natural. I have faced that door in my B school as I was applying for internships and I kept getting rejected. But you kind of have to be persistent there. And honestly, it's not only for PM, it's generally in life, right? Like keep trying. And you do what you can do and don't worry about the things you cannot. So you can apply, but you can't be, you can't control when you get the call, right? But in the meantime, right, the pre-work is make sure you have a schedule so that once you get the call, you are like, you're not running around like, oh, what do I do now? Like, I have only like a couple of weeks and I have so much to cover. How can I, you know, it's impossible for me to do everything. And in that quest, you will not end up doing any of it correctly. So make sure that you have a schedule and you've done your pre-work so that when you get the call, you're ready. Third bullet is important too, as I was saying, depending on the type of company that you're applying for, they may ask different questions, right? So it's very important for you to know what are those questions? What are the types of interviews? And how are you going to be evaluated? And, you know, how to be successful in those interviews, et cetera. So for example, like Facebook, Google, Dorda, et cetera, they do focus a lot on case-based questions, at least early on, right? Where you last, you know, like, hey, how will you design a I don't know, washing machine or I'll think like that. Or how do you measure success of Instagram or things like that? They will ask you. But in my experience, I've seen Amazon would focus on behavioral questions. And that is the crux of the interview, like on the leadership principles. I mean, there are case questions, but they're not as frequent or they're not as many in that interview. So unless that role specific, like if you're, let's say, applying for a role for new initiatives, then yes, then it becomes super important how do you design stuff. So, but I'll say following the 80-20 rule, 80%, you just, if you get your behavioral questions right, I think you have a fairly good chance to get through. And in this session, I think we'll focus mostly on the behavioral part just because there's so many variations of the design questions and maybe we can do like another session or something. So this is again part of the pre-work I was mentioning, right? So make sure that you have a schedule. For example, let's take a developer, right? Like when developers are applying for interviews, it's not like they start preparing when they get the call. They do all their work beforehand, right? Most of it, at least they'll find time, they'll practice their algorithms, they'll practice their pseudo codes and, you know, the speed at which they're solving questions, everything. So it's not like by chance that they would crack that interview. Similarly, for product management, it's, you would be surprised how many people actually don't do this, right? And it's seen in your, when you give the interview that even though you may have like great background and a lot of passion, but just that you haven't spent enough time on preparing and so make sure you don't do that. Use your time wisely. How like, you know, again, this is just a sample of what something I would do, but feel free to kind of take this and tweak it and follow something similar. Again, I've highlighted the behavioral questions are just because we will focus on that. But again, you need to come up with a schedule and it's, it'll easily take a couple of months for you. So even if you're not getting the call right now, make sure you're practicing. Cool. Now what happens once you get the call, right? Yeah, you're all happy and you're like, Hey, yes, I can, I can crack it. So what do we do now? First, let's start with the first round of interviews. And typically in the earlier days, it was telephonic, now it's virtual. So by that, I mean, it's going to be like a video conference call. So how do you prepare for that? So yeah, I can tell you how important these two questions are. I think a lot of people in my opinion that I've seen do not prepare well enough for these questions. And that also tells me that, you know, you're not very serious about your past experiences, or you've not thought seriously about what you've done and why you want, where do you want to go? So that's why I kind of listed this here. And no matter which company that you're applying to, right? Like it could be any of those companies mentioned before, or it could be any of the companies that are not in the list, but everyone will ask you, Hey, why don't you introduce yourself or walk me through your background or tell me about yourself, things like that. So make sure and we talk briefly about what I mean by this. And secondly, why do you want to join X company, right? Like Facebook, don't ask Amazon, why do you want to join that? And I've seen very generic answers here too, right? So I think the meta point being that spend enough time on these questions as well. It's super important. Yeah, as I was saying, that don't bring these questions. These answers also should have a structure. And that also applies to any other casual question, right? I think it's even more so important if you are a fresh college graduate, or if this is your first job that you're applying for as a PM, right? So you need to be, you need to convey that structure in every answer and how you've thought about, you know, your past experiences, how we were thinking about your future. And you just practice these two questions again and again, because they are, you'll be surprised, right? Because that's if that's the first question I asked you, and if you answer it in a very casual manner versus in a structured manner, you're kind of setting the tone for the interview, right? Like then I am going to be like, wow, this person is all prepared. And, you know, I look forward to interviewing that person. So make sure you don't win these. Let's take an example here, right? So tell me about yourself, right? Typically, people start reciting their resumes. And I think that's a blunder because they already have your resume, they've seen your resume. So you don't really have to go point by point about what you've done. So I would say that you should have a one line summary that talks about your career so far. Like you have x year or any years of product management experience, as I started off in the earlier slides, right? Yeah, you talk about your undergrad, talk about your preschool or your postgrad if you have that. If you think that, you know, let's say you're not an undergrad, your undergrad is not in computers or you've not in the master's, don't worry, you don't have to talk about it. But use your background to highlight things that matter in the job. Then talk about the last, latest role that you are in and any achievement that you have in that role. So as I was saying, I would say like, hey, I am a product manager for Lexa shopping, task with the role to reduce accidental voice orders. And then I would give an interesting fact about it or an achievement, like for example, Super Bowl commercials that have the word Alexa in it. Earlier, they used to kind of activate all the Alexa's of audiences that listening, then we had to come up with a design of how to, you know, stop that. So basically, how do you define intended versus unintended calls to Alexa, right? So that's something that that's super interesting. I get like, it doesn't have to be as fancy or something, but I'm sure if you dive deep enough into your background, you come up with some significant achievement, it could be like, hey, conversion from X to Y percent or, you know, a million dollar impact by the project, etc. Then other companies that if you have more than one company's talk about those roles, but don't spend too much time, again, I would just keep it short. And I would definitely talk about what motivates you. Like, you know, are you driven by enterprise products? Are you driven by consumer products? Are you driven by fast based environment? Are you driven by healthcare space, right? It could be anything. So find what really drives you and use it here, right? And don't say without meaning what you're saying, right? Because then it comes across as practiced and something that you're not serious about. So make sure and this is really to introspect and spend that time on understanding why it matters. Let's talk about the other question. Why are you joining this company? So I always break this into two parts, right? First, I'll talk about why am I looking for a job right now? So that means, you know, whatever I'm doing right now, why is changed so much important to me? And, you know, maybe because my growth has stagnated, I've learned enough, I want to try a new tech, I want to try a new space, blah, blah, blah, right? So that's the first part. The second part would be why am I joining this company? And then again, give a personal example that like, for example, if it's Amazon, you can talk about like how every time you place an order and the order shows up at your doorstep, like, everyone's like, I feel it, right? Like it's like, as if you're opening a gift, or you can talk about like how people in your life, they're everyone just so impressed by Amazon or they use Amazon similarly for Facebook or whatever company that is, I would try and use a personal anecdote, it kind of comes across as genuine. So yeah, so basically, if you see, right, like you need to spend time on these questions, you can't be not prepared on just core things like because you're making this world a better place or some generic answer, you make sure you talk specifically about why you are interested in that company. So let's look at what are the some, again, I think we touched upon this, but let's quickly look at this, what are some of the questions, right? Like depending on the company and the type of questions would change. So Amazon is going to focus more on behavioral questions or leadership principles. Facebook would be initial rounds at least would be product design, product metrics or goal setting. But however, no matter what company you interview with eventually in the later round, or some part of the interview will always be behavioral questions. And again, the tell me about yourself and why this company that actually that is, that is outside of this, that is always being asked. Like that's the first thing they'll ask you. So forget that. But even for the other types of questions, behavioral questions will come into play eventually, if not upfront, right? So again, we'll focus on the behavioral aspects. So what does that behavioral question look like? It's typically, hey, tell me about a time when you had to deliver a project, when you had no resources, you're dealing with it, or tell me about a time, you had a difficult colleague or you had to deep dive, you had to look at data to make a decision or you had no data to make a decision, etc. So you get the feeling, I think if you look at Amazon's leadership principles, you'll see, like, you know, what these kind of questions map to those. So there's a, it could be any of these are, so there's so many more questions than this, but the essence and the flavor is the same, right? So, so make sure you first understand what that question is. And there's also a lot of follow up questions that typically you hear that, hey, so like, for example, let's take the first bullet, right? Tell me about a time when you had to deliver a project with limited resources. So what did you learn from that? And what would you do differently? Things like that. So there will be follow up questions. So make sure you're listening to that. And again, how do you prepare for these examples, right? Like, so this is where even the pre-work, when you, if you've done your pre-work, well, this is more of a vision, right? So you should think about your past projects, like, and it could be if you're like, from a fresh out of college, you can talk about your internship. So you could talk about any other pieces of projects that you've done. And make sure that you take the time to literally write down everything. And so I personally follow this approach even today, right? If I'm interviewing, I will go through all my important projects and understand, write it down saying, hey, why was this done? Why was this project important? And I just start from there. And then you just start with, hey, well, what were you trying to solve? You know, why was, how was the project identified? Was it identified by the management or was it, did I identify it or the team identified using like customer feedback or data, et cetera? What was my role in that? So I start, I recommend that you do the same way. Think about your past experiences and just write them down. Like, why are those important? And sometimes I've also seen you may think that the examples are not that great, but the more you start thinking about the more you start writing about it, you realize, wow, you know what that problem that you saw was a really interesting problem. So make sure don't, don't ignore any examples. Yeah, let's talk about the framework, right? Like, I've seen so many frameworks out there, all the star circles, and I'm sure they're like 10 more. Honestly, it does not matter what framework you select, because it's not like your own answer saying, hey, let me talk about the star framework, and then you want to start your answer, right? I think what matters is that you pick the framework that it could be a mix of these, it could be something that you're comfortable with. And so pick that and be consistent. So make sure all your answers are like you follow the same framework. So make sure that your answer is complete. Again, irrespective of the framework, so you're talking about problem statement, and I have a special slide on problem statement, so we'll talk about that, but problem statement data, how you define success, learning, tradeoffs, etc. So no, irrespective of the framework, make sure you're talking about these. Now, this is so important. I cannot, like, if I had to emphasize one thing today, right, if the top three takeaways, this would be one of that, that if when I ask a question to be as an interviewer, I've seen so many times that the people are so anxious to answer it, and like they just write or you start answering it even before listening to that entire question, right? Especially at Amazon, you'll see that the question is pretty long, like there's a first part, there's a second part, etc. So make sure that you write down the question. And if you didn't understand it or you missed part of it, say it out loud again, summarize the question, and also write every follow up question, right? As I said, like, tell me about a time when you did XX, whatever, and then what was the learning and how did you measure success, and whatever, right? So what are the challenges? So write all of that down. And what that does, actually, that's two important things. One is you actually start, you make sure that when you're answering, even if you emphasize on one part of the question more than the other, you don't lose track of the other question. So you can come back and answer those, the remaining questions. And that is a big mistake, which can cost you, right? Because if I asked you what were your learnings, and you just forgot about that question, sub question, then obviously it's not a good impression. Secondly, I think that more importantly, when you write down the question, it also gives you a time to think about your answer and think about which example you want to talk about, right? Like, so you may have like five, six examples that you want to talk about. And you realize, let's say this question is about data, like tell me about a time when you had to deep dive in data to make a decision. So then you can think about, hey, yes, this is my answer that I want to talk about while you're writing this down, right? So make sure you use your time. And it's okay to tell the interviewer that, hey, let me take two minutes, let me write this down. So I don't forget. It's completely fine to do that. Again, like make sure your answer covers, we kind of spoke about this a little in the framework, but make sure you cover all of these aspects, right? The problem statement. I mean, it is one of the most important things that you will talk about. And again, like we'll talk about it for a little bit more depth, but talk about the problem statement, why the problem was important. What was your role? Like, were you the PM, were your data analysts, blah, blah, blah? Who were the stakeholders internal as well as external? What was the approach taken, your trade off challenges? You learned something, then you had to change direction, et cetera. So state all of that. And what was the outcome? So again, this is the data, talk about how you measured it and how were you tracking it. And then any learnings or any interesting anecdotes that you can talk about. So you can back up your story that way. Yeah, that's our problem statement. So yeah, this is one of the most important aspect of the interview. And I've seen, I've seen kind of contradictory advice here outside, where people say, hey, don't try to hold too much on the problem. Make sure you're talking about the solution. But I actually do not agree with that, right? Because let's say if your interview is 45 minutes long and the meat of that conversation is going to be in like 35 minutes, with the first five minutes for introduction, last five for your questions, et cetera. So you have enough time, right? So you don't have haste and 30 minutes is a lot. So make sure that you level set and you give the proper introduction of what was this company that you're part of, especially if it's not a well-known company. Like how big is it? How many customers? What is your title? And then talk about why that problem was important. Like how did it affect the company? How did it affect your team? How did it affect the customers? And I think it's okay to spend time on clarifying that, especially if you are in a space which is slightly initial, let's say identity, right? So I'm going to talk about identity access management, let's say in my interview on Facebook in two years from now, whatever, I'm just making this up. But I can just start talking about like here, how the token exchange happens or where is it stored on the cloud, blah, blah, blah. I have to make sure that I level set and I talk about like what happens behind the scene, why is identity important, and why the technicalities that I'm getting into are important, et cetera. So make sure you spend time on that. And whenever possible, talk about data, talk about numbers, talk about conversion, et cetera. And again, be mindful that the data that you're quoting or any information that you use is not confidential, right? Because that again is a big red flag. You want to make sure it's not confidential. If you're unsure, just treat it as confidential. I don't say, you could just say that increase conversion by double digits because I'm not sure that data is public. So I don't say anything. Just say that out loud. The interviewer would appreciate the fact that you are cognizant of it. Then again, the other part of your answer, right? Like you talk about, sorry, there's a typo here, forgive me for that, but clearly save your role versus the role of the team, the eye versus retrap. So you can talk about, I've seen this again, like this is something I've seen so many times and certain cultures, especially, can't, you know, there's this, we have seen especially on the East Asian side, a lot of times I've seen candidates use we instead of I, even though they may have single handedly done that, right? So make sure you don't fall into that trap. Wherever it was you, be very clear that it was you. Wherever it was a team, tell about the team, even then you should talk about what was the distinction between you and what the team did, et cetera. And again, talk about, you know, these are things I've seen people ignore. For example, if you know someone left from the team, like your development manager left or your manager changed or things like that, right? Personal changes happen all the time. And people don't seem to talk about those in the interviews because that does, it's a factor, right? As a leadership and empathy, it's definitely a factor. So talk about that. And then talk about your hypothesis as how you came up with it, again, role of data, wherever possible. There are cases where there's no data, like, for example, Alexa shopping, I was mentioning it had no data because there's no competitor out there, or we haven't done that for the, for a long time. So there's no data. So that's purely hypothesis, your test and you kind of move forward. So make sure you state that if there's no data, why there isn't. And then talk about trade-offs, talk about how you learned what you learned. And it's okay to be vulnerable and say, you know what, I maybe assume things which I shouldn't have, or I did not involve a stakeholder, but I should have involved a stakeholder that would have helped me prepare my hypothesis is a hypothesis in a better way. So show that vulnerability. You don't have to be like, hey, you're like, the best, you know, you can fix all problems, like, because no one's that way. So make sure it's all natural and you talk about your mistakes. And in the end, obviously, summarize your answers and make sure you answer all the parts of the question. So that's where that writing comes into play. Mark interviews. This is so important. Again, I think a lot of people just take it for granted and don't do enough of these. Take written feedback, practice with friends, your fellow applicants, or whoever can help you. Take written notes. Don't write all your answers. Even if you do that, I'll make sure you anchor it back to the main question that was asked. I'm sharing my email. I definitely want to help. But again, it's time permitting between my job and other duties, but happy to help. Quickly, let's talk about the writing assessment. Sometimes you'll get the writing assignment and it's very similar, like, tell me about the time when you had to work on a project that was X or Y or whatever. So it's, again, you'll cover everything that we spoke about, but keep your sentences short and clear. And there's so much, like, if you Google, I'm sure there's this article that's vital right now that talks about Amazon's style of writing. But it's super important that, you know, you keep it short and clear so that you don't lose the reader, add data wherever possible. Don't add graphs, pictures, even if they're important, not the appendix. Use direct speech. Don't use indirect. And all last point to multiple iterations. Like you see, I have typo, even if I did, I have done two iterations. I wish I could have done a third, but I didn't. Anyway, so you will see that there's always a scope for improvement. So make sure you catch all typos and do multiple iterations. Well, in the end, I'm just like to say all the best. And I'm happy to help wherever I can. I intend to publish some of this on my Medium blog as well. So follow me there and email. As I said, time permitting, I'll be more than happy to help and answer any questions. Thank you so much, everyone, for your time and wish you all the very best.