Bandanjot Singh


Bandan is a product management leader and writer. He led Gojek's (SE Asian SuperApp) entire financial services charter as a Group PM and scaled the Gojek BNPL to > million active users. Then, at, Bandan led the company's entry into travel financing space by launching paylater options for travel vertical. Bandan writes at and publishes weekly product case studies on world's best tech companies.

How will coaching shape the future of product over the next 5-10 years?

Product coaching will not only impact the state of product but also the state of digital industry. Coaching will raise the pedestal of product management from being the the caretaker of customer needs to also becoming strongest link between strategy and execution for any digital product organisation. I see the role of coaching and its impact on industry happening in three stages: Next 1-3 years: Product Management starts evolving from being a function in the organisation to the gatekeeper of product culture in the organisation. This means that PMs/Designers/Researchers/Engineers become the core for creating value for customers and business while other functions like Sales/Operations help either get the value out to potential users or optimise it. For product to reach this stage, it needs well-coached product managers today who in next <3 years would start taking more senior roles. Next 3-5 years: Product coaching would eventually help get Senior Product Managers (and not only product leaders) a seat at setting strategy with business stakeholders through a bottoms-up approach. Similar to how OKRs work best when teams are given enough autonomy to decide how they want to approach problems, PMs would also start owning strategy for their products/verticals. This needs PMs to start building strategic mindset, which would only come through coaching. Next 5-10 years: Due to coaching, we will see product leaders becoming more capable to take up more CEO roles (and not only CPO roles) as business strategy and product strategy in digital organisations start to align more and more. This needs well-coached Senior PMs to continue to level up and really align their strategy with both business and customer goals. I think when we will see product leaders becomes CEOs as well - just like 5-10 years back a lot of sales leaders were becoming CEOs

What are some of the most effective frameworks you've used when coaching leaders in your area?

Product Strategy: Gibson's DHM Model Melissa Perri's Product Strategy Canvas Setting OKRs (Andy Grove/ John Doerr) Porter's 5 Forces Product Discovery: Jobs to be done framework Empathy Maps Customer Journey Mapping Usability/Concept Tests MVP Formulation (Riskiest Assumption Test) Product Sense: Shreyas framework on Strategy/Execution/Analytical sense Meta/Google Interviewing Techniques Reforge/Superhuman's PMF Technique Product Delivery: RICE/Effort vs.Impact for Prioritisation Agile Frameworks

What's your best advice for product managers looking to increase their impact?

In my view, Impact can be defined by performance and visibility. Performance comes from measuring and improving on the most critical pieces, and Visibility comes from stakeholder management and communication. Hence, my advice to Product Managers is to optimise for the Performance x Visibility in any of their roles. This implies having a good grasp over multiple aspects of product management: To optimise performance: Find the most critical pieces (Product Strategy) Find what's important for user (Research) Understand how to measure them (Metrics) Set path for success (OKRs and Roadmap) Deliver and Measure To optimise visibility: Align with company goals Align others on Strategic Direction Communicate with purpose Share success and failures Writing Great Documents that travel But ,while optimising for Performance x Visibility, what separates good from great is how they deal with ambiguity. In today's world where customer preferences change, trends change and competitive landscape is ever evolving, PMs need to make sense of the chaos. This product sense of creating structure out of chaos is a rare but a much-needed skillset for PMs who are looking to strive through good or bad economic situations. One coaching technique is: Can PMs think on their feet? If they can, then optimising Performance x Visibility metric can be learnt and practiced more easily. However, if PMs get bogged down by lack of clarity, they can never optimise Performance x Visibility. To summarise, my advice to PMs would be to optimise for (Performance x Visibility)^(Handle Ambiguity)

Anything we should know about you as a thought leader in the area of product:

Being an MBA from top 30 global school has taught me importance of case study method of teaching. I believe that the second best thing to learning on the job is working through a case /example. My north star when it comes to product coaching is 40% theory + 60% case study solving preferably in a group of 3 to 4 people. With this intention, I started publishing weekly product case studies on which has garnered close to 3,500 subscribers in only 5 months. It is an indication of willingness of PMs to learn from how other companies executed product. My willingness and motivation to write through product case study method led me to start writing on Twitter where I focus on more early-stage concepts for product managers. I ended up garnering 12,000+ followers in 5 months. where my focus continues to be on: 1) Threads on improving product management practice 2) Product Strategy Threads 3) <5 min wrap-ups of tough product concepts 4) How to work with engineers and designers 5) Product Resources I also launched my own product sense interview kit + product templates kit (gumroad) to add value to early-stage product managers. Lastly, I now teach product management at Stoa School which is a breakthrough 6 month MBA startup and now working on product course with O'Reilly. That's why I believe that applying to Scale's Top Product Coaches under Product Influencer category would be the best fit. I plan to double down on my efforts to write on product management and evolve product practices through substack, twitter and more hoping to reach at-least 100k subscribers+followers by end of 2022.