Product Manager — consumer products, growth and 0→1
Turning ambiguous problems into simple, scalable consumer experiences.
I work at the point where user behaviour meets business outcomes — finding friction in consumer journeys, framing what is worth solving, and shipping it with design and engineering.
Currently Product Manager across TalkndHeal & TalkndHeal Shop
Four problems, and how I approached each one
A mix of improving journeys that already existed, building a product from zero, and connecting product decisions to how people actually find and adopt it.
- Improving consultation booking conversion+18% conversion Finding where users lost confidence in a five-stage booking journey, prioritising the friction worth removing, and shipping it with design and engineering.
- Building TalkndHeal Shop0→1 product Defining consumer journeys, MVP scope and priorities for a new e-commerce experience inside an existing care ecosystem.
- iEdge digital business cardRequirements & UX Turning ambiguous requirements into PRDs, user stories and reviewed UX flows at Futuresoft India Pvt. Ltd.
- Onboarding and product-led growthActivation + discovery Reducing the effort between signup and first value, and working with social and SEO teams on how people find the product at all.
Improving consultation booking conversion
Booking a consultation is the journey that matters most on the platform. A user passes through several stages before completing one, so every unclear decision point is somewhere they can quietly drop out.
- Product
- TalkndHeal
- Role
- Product Manager
- Problem
- Booking journey friction
- Outcome
- +18% conversion
Where are users losing confidence or motivation to complete their booking?
The question that framed the whole piece of workThe journey, stage by stage
Select a stage to see what the user is trying to do there, and what gets in the way.
What I did
- Identified user problems and points of friction across the booking journey.
- Analysed user feedback, journey behaviour and internal stakeholder insight to separate noise from pattern.
- Converted those observations into prioritised product opportunities and written requirements.
- Worked with design and engineering from definition through to launch.
- Supported post-launch measurement of the resulting experience.
Prioritising what was worth building
I scored each opportunity on user impact, business impact and development effort. Hover or focus a row to locate it on the plot.
| Opportunity | User impact | Effort | Priority |
|---|---|---|---|
| Simplify key booking steps | High | Medium | P0 |
| Improve information clarity | High | Low | P0 |
| Improve decision-making flow | High | Medium | P0 |
| Additional engagement enhancements | Medium | Medium | P1 |
Three P0 opportunities cleared the bar on impact. The engagement work was real, but it would not have moved the conversion problem on its own.
What I took from it
- Clarity drives decisions. People need the right information at the moment they are deciding, not earlier and not buried.
- Friction compounds. Each extra step is another chance for someone to leave, and the cost is multiplicative rather than additive.
- Hierarchy is a product decision. How information is ordered changes how fast someone understands what to do next.
- The journey has to feel like one thing. Discovery, evaluation and booking should not read as three separate products.
Conversion problems are not always solved by adding features. Often the biggest gain comes from removing friction and making the next action obvious.
Building TalkndHeal Shop from zero
The goal was an e-commerce experience that belonged inside the existing TalkndHeal ecosystem. Rather than starting from a feature list, I started from the journey and worked backwards to what the first version actually needed.
- Product
- TalkndHeal Shop
- Stage
- 0→1
- Role
- Product ownership
- Focus
- MVP & journeys
Starting from the consumer journey
Discovery
How does someone find a product that is relevant to them in the first place?
Evaluation
What information does a person actually need before they feel able to decide?
Purchase
How does checkout stay simple enough that nobody abandons it halfway?
Post-purchase
What has to happen after an order for the experience to feel finished?
What I owned
- Understanding the business opportunity and the consumer context around it.
- Defining the core user journeys and the experience requirements behind them.
- Identifying MVP scope and deciding what earned a place in version one.
- Writing and refining the product requirements.
- Working with design and development teams through execution.
How I drew the MVP line
The capabilities without which a user simply cannot discover, evaluate and buy. If it was not on this list, it was not blocking launch.
Genuine improvements to the experience that were not needed to validate whether the product worked at all.
Opportunities best decided once there was real behaviour to look at, rather than argued about in advance.
The hardest part of a first version is not choosing what to build. It is defending what you have chosen to leave out.
iEdge digital business card
iEdge helped people create and share a professional digital identity. The work was mostly translation — turning user and business needs into workflows that cross-functional teams could actually build against.
- Company
- Futuresoft India
- Role
- Junior Product Manager
- Product
- iEdge
- Focus
- Requirements & UX
What I contributed
- Researched user needs and business requirements to support product development.
- Created and refined PRDs, product requirements and user stories.
- Worked on feature definition and requirement clarity so engineering was not left guessing.
- Analysed UI and UX flows to find where the experience could be made clearer.
- Collaborated with cross-functional stakeholders through execution.
How I worked through it
Understand
Research the user need and the business requirement sitting behind it.
Define
Convert that into written requirements and stories a team can estimate.
Review UX
Analyse the flows for clarity, and flag where a user would hesitate.
Execute
Coordinate with stakeholders through development and release.
iEdge is where I learned to close the gap between an ambiguous request and a specification someone can build — without losing sight of the person at the end of it.
Onboarding, growth and discoverability
Thinking past individual features, and understanding how the product experience connects to acquisition, activation and whether anyone finds the product at all.
- Focus
- Activation
- Partners
- Social & SEO teams
- Lens
- Product × growth
- Surface
- Web & Android
What is the minimum effort required for a new user to actually experience the product's value?
The test I applied to every onboarding stepInterrogating every step
For each step in onboarding I asked four things: why does this exist, does the user understand why they are being asked, could we collect this later instead, and does it genuinely move them closer to value. Steps that failed all four came out.
Working alongside acquisition
Alongside core product responsibilities I worked closely with the social marketing and SEO teams, which gave me a clearer view of how behaviour, product experience, content and discoverability feed each other.
Consumer growth does not come from a feature. It comes from product, acquisition, content, discoverability and retention pointing the same direction.
From problem discovery to measurable outcomes
Start with the problem
Clarify what we are solving, who it is for, and why it matters now rather than next quarter.
Understand the journey
Map the motivations, decision points, friction and moments where value actually lands.
Prioritise ruthlessly
Concentrate on the opportunities with the strongest combined user and business impact, and say no clearly to the rest.
Collaborate closely
Build alignment across design, engineering, marketing, SEO and stakeholders before the work starts, not after.
Measure and iterate
Use adoption, conversion, behaviour and feedback to work out what to improve next.
Product
- Product strategy
- Discovery
- PRDs
- User stories
- Roadmapping
- Prioritisation
- MVP definition
Data & insight
- Product analytics
- Funnel analysis
- Google Analytics
- SQL
- Excel
- Power BI
Execution
- Jira
- Figma
- Agile
- Stakeholder management
- Cross-functional delivery
Open to product roles where consumer behaviour and ownership matter.
If you are building something for consumers and need someone who will dig into the journey before touching the roadmap, I would like to hear about it.