Chief Product Officer / India
The narrower commitment needed a stronger product judgement
- Company employees
- 148
- March 2026; sixteen product colleagues through two leads
- Company revenue
- ₹62 crore
- FY 2025–26;₹4.9 crore operating profit
- Product experience
- 31 years
- Workplace design through industrial portfolio leadership
Decisions & consequences
01Correcting the six-job refill promise around the limiting component
In 2018 I approved a refill proposition for a tray holding twenty-four clips and six spacers. The defined assembly task required four clips and two spacers. The clip quantity suggested six jobs, but the spacer quantity supported only three complete nominal kits. We had designed the visible capacity around one component and allowed that count to describe the whole task.
The product team could have retained the tray and explained that users should replenish spacers separately. That would have changed the meaning of the proposition we had presented. I supported withdrawing the unqualified six-job claim and funding a seven-week,₹32 lakh revision to the compartment arrangement and accompanying material. The revised layout provided room for twelve spacers alongside the twenty-four clips.
Engineering head Bina Terqeshi retained assessment of the configuration and its intended use. We gave up space previously reserved for optional loose items so the defined component set could be accommodated. Commercial colleagues had to explain that tradeoff rather than present the revised tray as larger in every useful respect. The design decision favoured the complete kit over an attractive but incomplete component count.
Twenty-four clips at four per job and twelve spacers at two per job support six nominal material kits for the stated task. That calculation did not establish actual production throughput, eliminate scrap or prove that every customer process would use the same quantities. The case concerns a product-capacity promise and its correction; it does not describe a field recall or an injury.
I explained my earlier approval to management because the error did not originate only in the drawing. I had accepted the more flattering interpretation without following the task to its limiting component. The outcome was a narrower and arithmetically coherent proposition with a visible space tradeoff. I learned that a CPO should be able to walk through the complete job behind a simple product headline before asking sales colleagues or customers to rely on it.
Giving a turned tray a physical reference that matched its layout card
A 2023 prototype study examined thirty-two defined handover tasks using a component tray and its layout card. Eleven were misread when the tray arrived in an orientation different from the one assumed by the drawing. Each part of the presentation could look clear in isolation. The difficulty appeared in the relationship between the physical object and the explanation inherited by the next user.
The team considered adding more written instructions to the card. I supported an alternative programme combining an asymmetrical reference feature on the tray with a corresponding drawing treatment. The ten-week allocation was ₹64 lakh. Engineering retained responsibility for the feature, its suitability and release; my role was to make the interpretation problem a product priority and fund an examined response.
The repeat exercise used the same thirty-two defined tasks under the agreed conditions. Twenty-seven were interpreted correctly and five still needed assistance. We did not claim that a reference feature removed every possible error or that this exercise established a general causal effect for all users. Familiarity, task conditions and the limits of the review remained relevant to the account.
Commercial colleagues wanted a simple error-free message for the revised arrangement. I declined it. The five unresolved tasks were part of the result, and a broader promise could encourage the customer to remove support that remained necessary. We retained an appropriate explanation of orientation and a route for reviewing applications outside the examined scope. The programme did not certify assembly safety or replace the customer's process controls.
The decision made product information part of the design rather than an instruction appended after it. I learned to examine what a person receives at the handover, including the object's position and the reference material available then. A clear demonstration by someone who knows the intended arrangement is not the same as a clear task for the next user. Our responsibility was to improve that relationship and preserve the cases where the product still required help.
Offering four feasibility variants before committing nine colleagues to fourteen
In 2025 a prospective customer requested fourteen component-tray variants for a broader assembly programme. The commercial forecast was ₹3.6 crore, but the order programme was not confirmed. The initial development plan would have occupied nine of our sixteen product colleagues for six months. That commitment would also have delayed work already planned for the existing range.
The customer problem was credible, and I did not want a capacity concern to become an automatic refusal. I asked the team to identify four variants that would test the main differences in the requested application. We proposed an eight-week feasibility stage costing ₹63 lakh, with a defined review before any wider range commitment. The CEO approved that stage rather than the whole fourteen-variant programme.
At the review point, two prototypes met the agreed feasibility criteria and two required further work. The result did not establish engineering release, customer production acceptance or orders for any of the fourteen variants. Bina Terqeshi retained technical and release decisions, and commercial owners retained the customer agreement. We kept the unresolved prototypes in the account instead of describing the programme as four completed products.
Some colleagues wanted to reserve the full nine-person team immediately to demonstrate commitment to the opportunity. I argued that reserving scarce capacity before the application evidence and commercial basis were clearer would make the rest of the portfolio carry an unpriced obligation. The smaller stage still showed willingness to work with the customer, but made the next decision depend on what we learned.
The outcome was a funded, limited programme with two promising prototypes and two unresolved ones, while the broader resource commitment remained unapproved. We did not book the ₹3.6 crore forecast or describe deferred development spending as a realised saving. I learned that product leadership can preserve an opportunity by giving it a credible first stage. The alternative is a broad promise whose cost is absorbed silently by colleagues and customers already depending on the range.