Aavgeen Singh

Immediate Reaction of Layoffs is Imposter Syndrome ! If you got impacted by layoffs, remember 1. There are so many reasons a company has to do layoffs. It’s part of business and may not be related to your performance. 2. If you were marked Under Performer in last few Appraisal Cycles - there could be multiple reasons for that.. poor leadership, high complexity of work, bad environment, lack of learning, personal situation etc etc and not all of these would be in your control. So, give yourself a Benefit of Doubt and Keep Going 🙌 Not all Companies are same..Not all Managers are same..Not all projects are same. Things will work out for sure 👍

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An Indian AI company just raised $54M to kill the work nobody wants to do Not chatbots. Not hype. It’s automating the boring stuff and that’s where the real money is While most founders are chasing the next chatbot hype wave, this company is doing something far less glamorous automating the repetitive, unprofitable work that clogs IT service providers Founded in Chennai, they’ve built AI that runs behind the scenes: detecting problems before they happen and closing tickets automatically The result? 200+ customers in just a few years, a growing US presence, and a lean team of around 60 engineers building at Silicon Valley speed SuperOps isn’t trying to “replace” IT engineers. It’s making them more valuable by letting them do the work clients actually pay for The agentic AI marketplace autonomously fix IT issues, triage tickets, and onboard clients It’s the routine stuff nobody else wants to touch. Clients have already seen up to 40% reduction in manual workloads While most AI companies are burning cash chasing consumer hype, this one is quietly turning boring into billion-dollar potential

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At 9:58 AM, the launch didn’t happen. No email. No banner. No Slack huddle. That’s called a miss. — At 10:00, the PM said: “Tech delayed the build. The final API was ready just yesterday.” That’s called velocity. — At 10:02, the Tech Lead replied: “We didn’t have final specs till last week. The PRD changed 4 times.” That’s called clarity. — At 10:04, Design chimed in: “We redesigned 3 screens after the founder’s last-minute feedback. Why wasn’t that caught earlier?” That’s called alignment. — At 10:06, Marketing said: “No key features were locked. We couldn’t plan GTM without knowing what was shipping.” That’s called collaboration. — At 10:08, the PM replied: “We mentioned the launch scope in a Notion doc and shared it in the group.” That’s called documentation. — At 10:10, Leadership said: “We thought this would be live by now. Why was this flagged so late?” That’s called visibility. — At 10:30, the retrospective began. Each team came armed with receipts. No one owned the delay. That’s called accountability. — Fiction? Only if you’ve never seen a launch derail in real time - with each team convinced they were the only ones doing it right.🙃 Lesson: When clarity is everyone’s job, it becomes no one’s. Build shared reality before shared timelines. It’ll save your launch (and your sanity).

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Ever wondered why some PMs make ₹35L+… …while others get stuck under ₹20L? . . . It’s not luck. It’s not just experience. It’s mindset + execution. I’ve worked with 100s of PMs—from junior to director level. And the difference is sharper than you think 👇 Here’s what I’ve noticed: — Under ₹20L PMs own features. 35L+ PMs own outcomes. — They document what was built. 35L+ PMs write why, what’s next, and what changed. — They use GA & Firebase. 35L+ PMs go deep with Mixpanel, CAC, Retention, LTV. — They wait for instructions. 35L+ PMs lead without authority—across teams. This shift isn’t instant. But once you make it—there’s no going back. PS: No need to chase CTC. Start owning KPIs → outcomes will follow. Repost ♻️ this to help your PM friends unlock their next level. #ctc #salaries #apm #productmanager #career #careercoach

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There has been a spike in "AI" Product Manager openings in several companies, and quite a few folks have been asking how to make the leap. Why do we keep adding trendy prefixes to job titles? That's a topic for another day! 😉 Today, let's cut through the noise and break down "AI" for product professionals. Right now, it feels like everything is getting a "AI" prefix, as a generic/broad reference. From a product perspective, here's the way I see it: 1️⃣ 𝐁𝐮𝐢𝐥𝐝 𝐀𝐈 🧠 👉This is about building the core engine and models. You will be experiencing it as part of organizations that are advancing foundational AI research, creating domain-specific algorithms, developing novel multimodal capabilities, and pushing the boundaries of AI. 2️⃣ 𝐁𝐮𝐢𝐥𝐝 𝐟𝐨𝐫 𝐀𝐈 🏗️ 👉 Redesign products and infrastructure for an AI-first world - the plumbing needed for AI to thrive. There's plenty of opportunities in this area currently. Examples include designing for agents as a first-class user for websites/apps, achieving compliance for agent-to-agent standards, building new quality control and guardrails for autonomous workflows. 3️⃣ 𝐁𝐮𝐢𝐥𝐝 𝐰𝐢𝐭𝐡 𝐀𝐈 🛠️ 👉 Embed AI features within your product to simplify existing use cases or to enable entirely new use cases that weren't possible before. This is where you bring the magic of AI to your users. Examples include automated insights for decision-making, review summarization, personalized ratings, and intelligent prioritization of support cases. 4️⃣ 𝐁𝐮𝐢𝐥𝐝 𝐮𝐬𝐢𝐧𝐠 𝐀𝐈 🚀 👉 This is about leveraging AI as a builder’s companion for faster product iteration. It's the most visible one (used as general/broad reference to AI). Examples include using AI to analyze customer feedback at a scale, generate quick mockups or prototypes for concept validation in minutes over weeks, or automate repetitive product management workflows with RAG agents. AI is fundamentally reshaping how products are imagined and delivered. Understanding these distinctions is key to moving past the buzzwords and focusing on building something truly meaningful. #productmanagement #ProductLeadership #AIFirst #ProductManagement #FutureOfWork

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We've all seen it happen at work - someone suddenly snaps. Emotional outbursts are natural. I've been there too, and I've seen teams struggle because of it. We all have moments when the pressure gets too much, and emotions spill out. These outbursts never come from a single event; there's usually a long build-up behind them: extreme work pressure, lack of growth, constant deadlines, sleep deprivation, or even strong feedback from a manager. People feel overwhelmed, and it only takes one small trigger for everything to burst out. But here's the problem - emotional outbursts break team harmony. Morale drops, productivity suffers, and negativity spreads across the room. One person's frustration can ripple through the entire team. If you ever feel you're on the verge of an outburst, pause. Breathe. Stay calm, no matter what. On the other hand, if you sense a teammate is reaching that point, step in, curb it, and loop in your leadership. Sometimes, just taking them for a walk or letting them talk it out can make all the difference. There are always better places to vent than in the middle of the office. If you find yourself in that situation: - Pause - Reflect on what's really bothering you - Blow off steam - talk to a friend And if the root cause is bigger, like a lack of growth or a poor fit, ask yourself if it's time to explore opportunities elsewhere. Leaders play a big role here. By staying calm themselves and creating safe spaces for feedback, they set the tone for the whole team. So, if you are a leader, make a note. Frustration shows you something is off. The same energy, when channeled, can fuel creativity and passion. And remember, emotions are signals. Hope this helps.

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Over the last three years, my startup, Athyna, has come frightfully close to making layoffs more than once. But instead of taking the easy out—we backed our team in. Maintaining your team means you: 1/ Keep culture at a high 2/ Retain institutional knowledge Two things that are insanely valuable in high performing companies. Too many founders take the easy road. This is the wrong road.

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The hardest part of hiring in start ups is the learning curve. Hiring in a function you haven't hired before means committing to learning a lot. 1. Understanding what you actually need from this function. 2. Talking to multiple great functional leaders to understand role, levelling etc 3. Understanding the market in your chosen geo. 4. Talking to a range of potential candidates to get direct conversational experience (and build a network). 5. Learning how to attract the best candidates in that function. 6. Learning how to assess candidates on the technical parts of the role 7. Learning how to close great candidates with the right offer and career story I'm sure there is more. The result of this learning means you end up being able to move extremely quickly when you spot the best candidates.

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