Latest resume: 
[[Saurabh Pitkar Resume 20250610.docx]]



### Pitch 2025
##### Meta Pitch 
###### Structure 
- Introduce name, summarize experience across years, industries. 
- Current role of Principal PM at Dell commerce. Scope, span, focus areas. 
- Key wins x2
	- Next gen purchase platform, bringing 15% efficiency bumb and $25M annual cost savings
	- Increase Dell's TAM by $8B by building marketplace engine and large order transaction support
- Prior role of Sr PM for performance PCs. Scope, revenue increase achievement summary and data-driven mindset
- What I thrive in, what I bring to the table, how my approach of AI-driven transformation and entrepreneurial mindset aligns with Meta's culture and 5 strategic priorities.
- I will grow at Dell but won't get the scale and speed that Meta offers. With Meta, I get opportunity to build products beyond commerce into entertainment, communication and social media.




##### Why hire you? 
- You need someone who's passionate and a go-getter. I've been building tech products for the last 8 years and I want to people to use technology to improve our world. I take extra steps needed to ensure we have the right customer experience to drive tech adoption. 
- My strength is in connecting the dots quickly and interest to understand customer pain points deeply. So far, I worked in supply chain, product management and marketing which gives me a wide exposure of business functions. 
- I bring experience of operating in eCommerce world and scaling a commerce platform that can handle billion plus daily API traffic and creating vision to scale it to this level. Plus I can get teams excited about executing it.

##### Key focus points
- Deep experience with X problem
- Ability to simplify, connect the dots
- Building strategic viewpoint, striving for building a moat (VRIN - valuable, rare, inimitable, non-substitutable)
- Deliver success quickly
- Empathy - People relationships - Engineers and analysts are critical to success of the product, customers and sales drive the business case


##### Next role expectations 
1. Drive significant product revenue for company that aligns with strategic goals
2. Increased role in core platform product strategy to drive investments aligning with company vision

##### Strengths 
- Prioritizing in dynamic environments - I'm deliberate 
	- Precision PG several features were pushed out of launch to manage launch priorities, CPU spec change and managed to prioritize key feature at launch.
- Strategic and long term thinking - Take input from multiple stakeholders, not just customers to understand long term company vision and focus efforts there for our products.
- Empathy with variety of stakeholders 

##### Weaknesses 
- Cutting discovery short and over-indexing on execution speed
	- One area of improvement is getting early signals from users before too far into execution. As Dell's a very structured enterprise environment, requirements are often well-defined and aligned across functions, I've had instances where exploration could've taken slightly more time but since we were so much worried about execution speed that I over-indexed on past usage data and internal assumptions when building quote collaboration feature that it created more problems in user journey later. 
	- Since then, I've started gathering more granular feedback via additional validation techniques such as feedback surveys, quick A/B tests, closer partnership with sales.
- Striking right balance of delegating vs directly owning. Sometimes I may be stepping on other PM's shoes and make them feel like I am micro-managing. 
- 

### Onboarding plan in a new role
When starting a new role, create a structured 30-60-90-day plan:  
a. 30 days (listening and learning): Meet with as many team members and stakeholders as possible (aim for 50 to 60 people) to understand their perspectives, challenges, and wish lists.  
b. 60 days (aligning and planning): Based on your learnings, identify one or two areas where you can make a tangible impact in the short term. Develop a plan to address these areas and present it to your team.  
c. 90 days (execution and impact): Begin implementing the plans and changes that have been agreed upon. Focus on delivering quick wins to build credibility and demonstrate value. At the end of the 90 days, review your achievements and the feedback received.


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