I've been a builder. A founder. A product leader. A teacher.

At some point, you accumulate enough experience that the interesting question shifts. It's no longer "can I do this?" — the evidence is sufficient to say yes, roughly. The interesting question becomes: what's the highest-leverage use of what I've learned?

That's the question I'm sitting with now.

The leverage frame

When I was at Amazon, my leverage was code. I could write systems that processed hundreds of millions of products. My impact was bounded by what I could build.

When I became a product manager, my leverage was judgment. I could make better decisions than individuals with less context. My impact was bounded by the quality of my thinking.

When I led teams, my leverage was alignment. I could get ten or twenty people pulling in the same direction. My impact was bounded by how well I could communicate and inspire.

At each stage, the leverage multiplied. The input (my time, my attention) stayed roughly the same. The output expanded because the system through which I was working got larger and more powerful.

The next step in that sequence is clear to me: leverage through infrastructure that I build once and that compounds without my direct involvement. Three things fit that description for me right now.

Board and advisory work

I've started taking on advisory roles with early-stage startups and growth-stage companies. This is high-leverage because the marginal value of a well-framed question at the right moment — "are you solving the right problem or the obvious problem?" — can redirect months of work.

The specific thing I bring to advisory relationships is pattern recognition across the 0-to-1 and 1-to-10 transitions, and a refusal to let companies optimize metrics that don't serve their actual users. I've watched too many growth teams celebrate numbers that were measuring the wrong thing.

I'm interested in working with companies that are building for Indian consumers — especially in fintech, edtech, and consumer apps — and with companies thinking seriously about product sense as an organizational capability.

Project Axiom

I've written about Axiom elsewhere on this site. The short version: it's a PM simulator designed to develop habits of mind rather than knowledge of frameworks.

Building Axiom is itself a leveraged bet. If it works — if it actually changes how the people who go through it think about product problems — then it will have compounding impact long after I've finished building it. Every cohort that goes through it carries the mental habits forward.

This is the kind of work I find most meaningful: building things that do something useful in the world without requiring me to be physically present to make them work.

Teaching

Teaching is leverage in a different way. Every student I work with who goes on to become a better product manager, a more careful thinker, a person who asks why before they answer what — that's compounding impact.

I don't think of teaching as a side activity or a way of "giving back." I think of it as one of the primary modes through which I develop my own thinking. Every time I have to explain something to a room full of skeptical, intelligent students, I find out what I actually believe versus what I thought I believed. The questions they ask are often better than the questions I'd ask myself.

The teaching also keeps me honest. You can't teach a PM course and bullshit your way through the case discussions. Students who've worked at Amazon, Swiggy, Razorpay, CRED — they know when an explanation doesn't hold together. That pressure is good for me.

What I'm looking for

I'm most energized by problems at the intersection of scale, user behavior, and organizational clarity — problems where the answer isn't obvious, where the data is incomplete, and where the stakes are real.

I'm not looking for the next high-pressure execution role. I've done that. I'm looking for the leverage points where my particular combination of experience — engineer to founder to PM leader to educator — creates genuine, non-obvious value.

If you're building something in that territory and you want to think through it together, I'd like to hear from you.