Hey there, I’m

Jyotishman.

Product Manager with 7+ years across enterprise technology and B2B SaaS, building products from discovery and strategy through launch, adoption, and growth.

Currently: Product Manager at Vantage Circle, leading Vantage Pulse.

Explore the case studies Download résumé
Open to Product roles
0→1

Rebuilt a dormant add-on into a product 60+ enterprises use

Jyotishman Das, Product Manager
7+

Years of product impact

Sole Product Manager End-to-end ownership Discovery → strategy → roadmap → delivery → GTM → adoption
Enterprise breadth Cross-industry delivery Financial services · energy · media · sports · HR technology
Global experience Multi-region delivery India · North America · Europe · South Africa
Selected product work

From ambiguous problem to launched product.

Four stories showing how I discover user needs, make trade-offs, align teams, launch, and learn. AI appears where it improves the product, not as the product strategy itself.

01 / 04 ◆ 0→1 product transformation In production

From dormant add-on to adopted product

Reframed Vantage Pulse around a clear customer job, product proposition, roadmap, operating model, and growth motion.

60+Enterprise clients adopted it 0→1Product transformation End-to-endPM ownership
DiscoveryStrategyRoadmapDeliveryGTMAdoption
RoleSole Product ManagerEnd-to-end product ownership
ProductVantage PulseEmployee-listening B2B SaaS
Scope0→1 transformationProduct, GTM, implementation, adoption
StatusIn productionAdopted across 60+ enterprise clients
01Context

The product existed, but the proposition did not

Pulse shipped bundled inside Vantage Circle, yet its customer problem, product experience, operating model, and buying story were not coherent enough to drive real adoption.

02Discovery

Find the repeatable job beneath account requests

I combined customer conversations, sales and support input, leadership context, and product usage to identify the listening workflows buyers consistently valued.

03Decision

Build a focused wedge before broad coverage

  • Prioritised repeatable engagement and lifecycle workflows
  • Separated enterprise essentials from attractive edge cases
  • Created a proposition Sales and Customer Success could explain
04Execution

Turn the roadmap into a shared operating model

I owned requirements and sequencing while aligning Engineering, Design, QA, Sales, Marketing, Customer Success, Finance, and leadership through build, launch, implementation, and iteration.

Outcome

What materially changed

Evidence is described by type rather than presenting every result as a precise attribution.

ObservedA coherent product

Pulse gained its own proposition, roadmap, operating rhythm, and a premium tier within the suite.

BuiltShared product system

Product, delivery, GTM, implementation, and adoption operated around one narrative.

OwnershipFull lifecycle

Discovery through launch, client implementation, and post-launch iteration.

Product lesson

Turning a feature into a product is not a pricing exercise. The proposition, experience, operating model, and customer-success loop have to become coherent at the same time.

What I would improve next

Instrument activation and retained-use cohorts more deeply so prioritisation relies less on account-level feedback and more on behavioural evidence.

See what I owned across the lifecycle
Discover and frame

Customer needs, workflow friction, product proposition, segmentation, and success criteria.

Build and align

Requirements, roadmap sequencing, cross-functional decisions, QA readiness, and launch coordination.

Grow and learn

GTM enablement, demos, implementation support, adoption signals, and post-launch iteration.

02 / 04 ◆ Self-serve growth motion Launched and learning

From sales-led to self-serve growth

Built a 14-day free trial across three entry points, gated premium features, and a clear reason to upgrade.

14 daysSelf-serve trial ~5%Early trial-to-paid signal WebsiteStart-for-free entry
Activation designFeature gatingConversion nudgesSales handoff
RoleSole Product ManagerActivation design through commercial handoff
MotionSelf-serve trialWebsite entry to first product value
PartnersWeb + Sales + EngineeringAcquisition, product experience, conversion
StatusLaunched and learningEarly conversion evidence, not scaled proof
01Context

Prospects had to enter a sales process before experiencing the product

The journey was predominantly sales-led, which delayed product exposure and made it harder for qualified prospects to evaluate Vantage Pulse through actual use.

02Problem

The product was not creating its own evidence of value

  • Website interest did not flow directly into product use
  • Prospects could not reach a meaningful outcome independently
  • Sales lacked behavioural signals to distinguish curiosity from intent
03Decision

Create a bounded path to first value

I designed a 14-day self-serve trial with deliberate feature gates, in-product nudges, and a clear commercial handoff rather than an unrestricted sandbox.

04Execution

Reach an unaware market through three entry points

I opened three doors into the same start-for-free experience: a self-serve signup on the product page, a cross-sell nudge to existing Rewards & Recognition users, and an upsell at contract renewal. Each gave 14 days of full premium, then capped to non-premium, with AI features and expanded connections as the paid tier that created a real reason to upgrade.

Outcome

A working self-serve motion with an early conversion signal

The conversion figure is directional and should be read with cohort size, activation depth, and user quality, not as proof of a mature PLG engine.

Early measured signal~5% trial-to-paid

An initial conversion signal from the launched flow, useful for learning where activation and qualification need improvement.

Shipped14-day evaluation window

A bounded period that created urgency while allowing prospects to complete a meaningful product workflow.

System designOne connected journey

Website acquisition, first value, feature gates, nudges, behavioural intent, and sales handoff were designed together.

Product lesson

Self-serve growth is not a button on the website. It is a coordinated system that must help users reach value, reveal intent, and preserve a credible reason to upgrade.

What I would improve next

Instrument time-to-first-survey, completion, return usage, gate encounters, and qualified-intent by customer segment, then personalise onboarding by company size and use case.

See activation mechanics and trade-offs
Acquisition

A website-based start-for-free entry reduced the distance between interest and product exposure.

Activation

The experience was designed around reaching a meaningful survey outcome, not merely completing account setup.

Qualification

Feature-gate interactions and product behaviour created stronger signals for commercial follow-up.

Access trade-off

Too much access weakens the upgrade reason; too little prevents prospects from experiencing value.

Metric discipline

Conversion must be interpreted alongside activation depth, cohort size, user quality, and time-to-value.

Sales continuity

Self-serve behaviour informed the handoff instead of replacing human support for qualified opportunities.

03 / 04 ◆ AI-assisted feedback review Live in production

From manual reading to reviewable insight

AI clusters and summarizes feedback; HR reviews and approves every response.

~70%Estimated synthesis-time reduction Human-reviewedReply workflow Low confidenceManual escalation
Workflow mappingTaxonomyRequirementsGuardrailsLaunch
RoleSole Product ManagerWorkflow, requirements, controls, launch
WorkflowFeedback to actionSurvey comments through HR follow-up
PartnersEngineering + DataClassification, synthesis, product integration
StatusLive in productionAI-assisted, human-reviewed workflow
01Context

Open-text feedback was valuable but operationally expensive

After each survey, HR teams had to read, group, summarise, and respond to large volumes of employee comments before they could act on the findings.

02Problem

Manual synthesis slowed action and introduced inconsistency

  • Theme grouping varied between administrators
  • Response effort increased sharply with comment volume
  • Employees often waited too long for visible follow-up
03Decision

Automate preparation, not accountability

I designed a controlled workflow where AI classifies, clusters, and summarises comments, while HR retains authority over interpretation and every employee-facing response.

04Execution

Turn trust requirements into product behaviour

I defined the taxonomy, confidence handling, review queues, anonymity rules, response workflow, and launch requirements with Engineering and Data.

Outcome

Faster synthesis with human judgement preserved

The efficiency figure is an estimate based on a representative workflow. Product controls are described separately from measured outcomes.

Estimated~70% less synthesis time

A representative 500-comment cycle moved from roughly four hours of manual reading to about one hour reviewing pre-grouped themes.

Designed controlHuman-approved replies

Every employee-facing response remains reviewable and requires HR approval before sending.

FallbackManual review queue

Low-confidence classification is escalated rather than converted into a forced theme or misleading answer.

Product lesson

The value did not come from displaying an AI summary. It came from redesigning what HR reviews, where judgement is required, and how weak evidence is handled.

What I would improve next

Build a labelled evaluation set, track accuracy by theme and sentiment, and measure review time, reply acceptance, editing rate, and time-to-action.

See workflow and product controls
Prepare the evidence

Classify sentiment, group comments into a controlled taxonomy, and summarise recurring themes.

Support the decision

Present themes and draft responses for administrator review rather than auto-applying conclusions.

Close the loop

Approved responses and follow-up actions move back into the employee-listening workflow.

Anonymity

The workflow does not expose or infer employee identity, and sentiment is not treated as a performance signal.

Confidence fallback

Low-confidence classifications move to manual review instead of being silently accepted.

Human approval

AI drafts and organises. HR owns interpretation, communication, and action.

04 / 04 ◆ Enterprise listening platform Multiple capabilities shipped

From one-off surveys to a listening platform

Turned isolated features into reusable lifecycle, access, and reporting capabilities.

LifecycleAutomated surveys QR / KioskEmail-free access EnterpriseAdmin and reporting workflows
Platform roadmapEnterprise requirementsWorkflow automationReporting
RoleSole Product ManagerPlatform roadmap and enterprise workflows
ProductVantage PulseEmployee-listening B2B SaaS
ScopePlatform expansionMoments, access, controls, and insight
StatusCapabilities shippedReusable enterprise foundations
01Context

One survey flow could not serve every enterprise reality

Customers needed different listening moments, employee access paths, anonymity models, administrative controls, and reporting views. Treating them as one generic workflow created friction and repeated custom requests.

02Discovery

Separate recurring patterns from account-specific asks

I grouped requests across customers and internal teams to identify the repeatable platform jobs beneath them: when to listen, how employees participate, what administrators control, and how leaders interpret results.

03Decision

Build reusable product primitives, not client branches

  • Lifecycle automation for recurring listening moments
  • QR and kiosk access for employees without corporate email
  • Configurable anonymity, permissions, reminders, and reporting
04Execution

Sequence foundations before expanding the surface area

I translated enterprise constraints into roadmap decisions and requirements, then aligned Engineering, Design, QA, Sales, Customer Success, and implementation teams through build, rollout, and customer feedback.

Outcome

A broader product without fragmenting the platform

These are shipped capabilities and strategic outcomes, not attributed commercial metrics.

ShippedLifecycle automation

Recurring listening workflows reduced the need to recreate onboarding, tenure, and exit surveys manually.

AccessQR and kiosk participation

Employees without corporate email gained a practical route into the survey experience.

Platform shiftReusable enterprise foundations

The roadmap moved from isolated feature requests toward shared capabilities for controls, access, and insight.

Product lesson

Enterprise platform design is the discipline of supporting meaningful variation without allowing every customer request to become a separate product.

What I would improve next

Instrument adoption by capability, track configuration and scheduling failures, and strengthen benchmarks and recommendations so leaders move from insight to prioritised action.

See the platform model and edge cases
Moments and access

Ad-hoc and lifecycle listening, automated timing, reminders, and participation through web, QR, or kiosk paths.

Controls and eligibility

Anonymity choices, roles, permissions, employee eligibility, duplicate-schedule prevention, and administrative safeguards.

Insight and action

Segmented reporting, manager-level analysis, and reusable views that help leaders identify where action is needed.

Platform over customisation

Use account requests as evidence of patterns, then solve the repeated job through configurable shared capabilities.

Privacy by design

Anonymity and access rules are product logic, not implementation details added after the workflow is designed.

Operational resilience

Scheduling conflicts, reminder behaviour, permissions, and eligibility require explicit states, validation, and recovery paths.

Looking for the detailed product decisions?

Each story is designed for a recruiter scan first and a hiring-manager deep read second.

Discuss the work →
Career progression

From enterprise delivery to full-cycle product ownership.

Two chapters connected by the same operating strength: turning ambiguous business problems into products, systems, and outcomes that teams can execute.

JAN 2023 – PRESENT
Vantage Circle

Product Manager, Vantage Pulse

Sole PM for a B2B SaaS employee-experience product, from discovery to executive reviews.

Current chapter
60+Enterprise clients adopted the rebuild
0→1Dormant add-on to owned product
Sole PMDiscovery through executive reviews
Product strategyEnterprise SaaSPLGTechnical prototyping
The progression

Enterprise consulting taught me structure. Product ownership taught me to own the outcome.

JAN 2019 – DEC 2022
Nihilent

Associate Consultant, Business Analysis & Product Ownership

Enterprise transformation across financial services, media, and emotion AI, with multi-region teams.

Foundation
5+Concurrent enterprise programs
100+People trained in Agile & Design Thinking
Proxy POBacklog, sprints, and delivery
Enterprise transformationDesign ThinkingAgile deliveryGlobal stakeholders
How I work

From ambiguity to evidence.

I use the same five-part loop across 0→1 products, enterprise workflows, growth bets, and AI-enabled capabilities.

01

Discover

Understand users, context, constraints, and why the problem matters.

02

Define

Frame the user, outcome, baseline, success metric, and scope.

03

Decide

Compare options, expose trade-offs, and choose the smallest coherent bet.

04

Deliver

Align teams around requirements, risks, dependencies, and launch readiness.

05

Learn

Measure outcomes, separate evidence from assumptions, and update the roadmap.

Operating principle Reduce ambiguity early. Make trade-offs explicit. Stay accountable after launch.

Products that shaped my thinking

Products I wish I had built.

Not a catalogue of favourites. Each product represents a different product discipline: context, abstraction, collaboration, trust, behaviour, and relevance.

My own work comes first. These are concise signals of how I read product systems beyond my backlog.
The product I most wish I had built

Google Maps is a decision engine for the physical world.

It turns fragmented signals about location, traffic, places, infrastructure, and human behaviour into one useful answer: what should I do next?

Central insightGoogle Maps compresses uncertainty.
01OrientEstablish immediate spatial confidence.
02DiscoverTurn geography into realistic options.
03DecideReduce the cost of comparing choices.
04NavigateConvert complexity into the next action.
05RecoverMake failure reversible when reality changes.
Platforms and abstraction

Stripe

Stripe made a high-risk financial workflow understandable, testable, and programmable. Its best interface is often the API, documentation, error model, and predictable operational behaviour.

Product lesson: Predictability is a form of user experience.
Collaboration and workflow

Figma

Figma did not merely move design into a browser. It removed the handoff layer by making design, feedback, inspection, and decisions part of one shared workspace.

Product lesson: The strongest workflow products eliminate coordination, not just clicks.
Airbnb logo

Airbnb

Trust

A marketplace cannot scale faster than the trust mechanisms that allow strangers to transact.

Strategic tensionLiquidity ↔ Safety
Duolingo logo

Duolingo

Behaviour

Small actions, immediate rewards, and identity cues turn long-term intention into a daily habit.

Strategic tensionStreaks ↔ Learning
Spotify logo

Spotify

Relevance

When supply becomes effectively infinite, discovery and contextual relevance become the product.

Strategic tensionFamiliarity ↔ Discovery
Social proof

What people trust me for.

Two perspectives that consistently show up in how I work: thoughtful problem-solving and calm, team-first ownership.

Deep analytical thinking, grounded in empathy.

JD approaches challenges from perspectives others often miss. He independently figures things out, works with genuine care for people, and brings clarity to difficult problems.
DP
Diksha PandeyClient Care Advocate · Vantage Circle

Calm conviction and a genuine team-first mindset.

Quiet, thoughtful, and deeply observant, Jyotishman speaks with clarity and purpose. He stands up for the team when it matters and brings maturity and integrity to the work.
AJ
Anand JeyaramanDesign Thinker & TEDx Speaker · mentor at Nihilent
Core capabilities

Four disciplines I use repeatedly.

Not a catalogue of tools. These are the capabilities I rely on to move enterprise products from ambiguity to adoption.

01 / DIRECTION

Product strategy

  • Customer and market discovery
  • 0→1 positioning and product bets
  • Roadmaps, prioritisation, and trade-offs
02 / SYSTEMS

Enterprise execution

  • Complex workflows and administration
  • Roles, permissions, and safeguards
  • Cross-functional delivery from PRD to launch
03 / ADOPTION

Growth and GTM

  • Activation and self-serve journeys
  • GTM enablement and implementation
  • Adoption, retention, and funnel diagnostics
04 / INTELLIGENCE

AI and analytics

  • AI workflow evaluation and guardrails
  • SQL, KPIs, cohorts, and experiments
  • Codebase-aware product prototyping
CertificationCertified Scrum Product OwnerScrum Alliance
ManagementMBA / PGDMMarketing & Business Analytics
EngineeringB.E.Electronics & Telecommunication
RecognitionStar Performer · AI Adoption PioneerBest Team · Standout Performer
Beyond the roadmap

The practices that keep me grounded.

Outside product work, I make time for endurance, stillness, and unfamiliar paths. They shape how I approach long-term progress, difficult decisions, and new perspectives.

Jyotishman after completing a running event
Endurance

Progress compounds.

Running reminds me that meaningful progress is built through consistency, not intensity alone.

Jyotishman practising yoga
Stillness

Clarity needs space.

Yoga helps me slow down, reset, and return to difficult problems with a clearer mind.

Jyotishman hiking through a misty forest
Curiosity

Take the unfamiliar path.

Exploring unfamiliar places keeps me observant, adaptable, and open to different ways of seeing.

Start a conversation

Let’s talk about what you’re building.

I’m exploring enterprise Product Manager roles where I can own complex problems from discovery through launch, implementation, and adoption.

Book an intro call Email me
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Open to Product roles