I learned products by breaking them first.

I started in quality engineering, which is an unusual door into product and, it turns out, a useful one. Testing a system teaches you where it actually bends: which assumptions in a spec were never true, which failure the user notices and which one they quietly absorb, and how far the gap runs between what a requirement says and what a service does at three in the morning.

At Jio Platforms I moved from hardening releases to owning them. As Associate Product Manager on a streaming integration I wrote requirements from behaviour data rather than opinion, validated payment and subscription flows with engineers before we committed them to a build slot, and treated launch readiness — APIs, event streams, support load — as part of the product rather than as something operations inherited afterwards. Two rollouts landed at 89% on-time delivery.

I came to UT Austin because I wanted to be rigorous about the question underneath all of this: why do people adopt something, or refuse to? At the IC² Institute I study exactly that for AI in mental healthcare — 994 patients and 204 providers, four tool concepts, and the finding that providers weight clinical-workflow fit differently than patients weight usefulness. Research is only worth doing if it changes a decision, so I write it up as design and rollout recommendations.

What ties it together: I like problems where nobody has agreed on the question yet, and I am comfortable being the person who goes and finds out. I work across product strategy, AI/data, design, and go-to-market to understand problems, make informed tradeoffs, and build products people can actually use.