Rohit Tuteja


Rohit has more than a decade of experience and have been part of the Product Management leadership team in the high growth start-ups managing the whole suite from growth, conversion, and payments in companies such as Harvard Business Review, OYO, and upGrad. He has launched international countries with distributed systems and teams in highly scalable environments. Rohit’s strength is to create a product strategy with a clear focus on business impact and scale with clear execution plan and outcomes .

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

As one of the only tech roles without a standard learning curriculum, coaching is perhaps the most efficient way to create supply of great PMs which is already scarce and is the thrust required to fulfil the demand.

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

I've used a customised framework for coaching which focuses on: Goal Setting > Assessment > Diagnosis > Corrective Action > Monitoring While these are broad framework steps, each of these are personalised depending on the person.

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

- Learn to say no - Focus on derived metric at org level and not just the primary metric - Be bold to look at results objectively and not to defend the project to be a success.

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

I am a firm believe that product strategy is a subset of biz strategy and not the other way around. Product can lead the changes in an organization with focus on business impact with ruthless prioritization and using technology not because it is cool but effective. As a product leader, I feel obligated to mentor and coach budding PMs and work with them to hone their craft and create a community which can bring visible change in the society to make it a better place to live.