Why did you decide to become a mentor?
Over the course of my career, I noticed that many talented people struggle not because they lack intelligence or drive, but because they lack clarity on how to operate effectively inside complex organizations. Early in my own journey, I benefited from leaders who helped me see the system behind the chaos—how decisions get made, how influence works, how to create leverage without authority. That kind of insight compresses years of trial and error into a few key principles. I became a mentor because I realized I could accelerate that learning curve for others. I enjoy helping PMs sharpen their thinking, structure ambiguity, and build credibility. I also work with engineers, operators, and business leaders who want to break into product, helping them understand what the function really demands beyond the job description. Mentorship allows me to extend the same systems thinking I use in product to people’s careers—and that’s deeply rewarding.
How did you get your career start?
I began my career as a builder in the most literal sense, earning a Master’s in Mechanical Engineering and working on technical problems that required precision and systems thinking. Over time, I became more interested not just in building components, but in shaping outcomes—defining what should be built, why it matters, and how cross-functional teams align to deliver it. That curiosity led me into product management. Breaking into product wasn’t a single moment; it was a gradual shift. I sought out opportunities to lead ambiguous initiatives, translate between technical and business stakeholders, and take ownership of results. Strong mentors helped me see that product leadership isn’t about having all the answers—it’s about asking the right questions, structuring the problem, and creating clarity where others see noise. That foundation continues to shape how I operate and how I mentor today.
What do mentees usually come to you for?
PMs typically come to me when they feel stuck—either they’re performing well but not advancing, or they’re navigating ambiguity and want a clearer framework. We work on sharpening product judgment, executive communication, prioritization, and influence without authority. I help them understand how performance is actually evaluated inside large organizations and how to align their work with visible impact. Non-PMs often come to me because they’re trying to break into product or collaborate more effectively with PMs. In those cases, we focus on how product managers think: trade-offs, metrics, stakeholder alignment, and narrative building. My mentorship style is structured and practical. I ask a lot of questions, map the system around them, and co-create a concrete operating plan. The goal isn’t generic advice—it’s a customized strategy that fits their industry, company stage, and personal strengths.
What's been your favourite mentorship success story so far?
One of my favorite mentorship experiences has been working with a PM who felt stuck despite being talented and hardworking. Instead of offering generic advice, we treated his role like a product problem. We clarified the real stakeholders, mapped how performance was evaluated, identified visibility gaps, and created a concrete plan for executive communication and prioritization. Over time, I watched him implement specific suggestions—tightening his narratives, reframing trade-offs, and proactively managing expectations. What made it especially rewarding was seeing the shift in confidence. He stopped reacting to chaos and started operating with intention. Promotions and recognition followed, but more importantly, he began thinking like a leader rather than just an individual contributor. I think of my mentees as temporary teammates, and seeing them execute successfully on shared strategies feels like building something together.
What are you getting out of being a mentor?
Mentorship has reinforced something I care deeply about: building people is just as meaningful as building products. When I work with a mentee, I approach it the same way I would approach a product initiative—understand the system, diagnose root causes, define clear objectives, and create an operating plan. That discipline sharpens my own thinking and leadership. It has also made me more reflective about my own career. Explaining how influence works, how organizations reward impact, and how to navigate ambiguity forces me to articulate principles that I previously operated on instinct. Seeing someone apply those principles successfully is incredibly rewarding. It reminds me that leadership isn’t about having authority—it’s about increasing the capability and confidence of the people around you.
