Product Manager | Fintech | Digital Lending | 0→1 Products
I build and optimize digital products across lending, healthcare financing and consumer technology — working across customer experience, business workflows, technology and operations.
Application
LN-2401-8842
TAT
-80%
Automated
Checks
Adoption
85%+
Impact
Every figure below names what it measures, the window it covers and where it came from.
85%+
Adoption of the digital journey
Share of new Higher Education Loan applications submitted through the digital journey in the first 90 days after launch. Source: internal application reporting.
10 → 2 min
Short-term loan application time
Time to complete a short-term loan application, before and after the journey redesign and third-party API integrations — roughly an 80% reduction.
1
Journey taken 0→1
Higher Education Loan journey, taken from problem definition to a live end-to-end product with lending partners.
6+ years
Across business analysis, technology and product
2+ years
In product management
4 domains
Lending, health-tech, platform, consumer tech
Case studies
Products I've helped take from problem to production.
Additional projects
Self-directed case studies and product exercises — no shipped metrics to claim, but they're where I practise the thinking: framing, research, PRDs and metric trees.
Business model
Draft PRDs and user stories for new monetization surfaces on a free, 2B-user messaging product.
Mapped how WhatsApp earns today (Business API, UPI payments), then sized five candidate models — enterprise workspace, advertising, premium subscription, in-app gaming, payments depth — and wrote PRDs plus user stories for the ones that don't tax the core free experience.
The PM muscle: Monetizing without breaking trust: choosing the revenue surface that sits next to the habit instead of on top of it.
0→1 feature
Design a mentorship feature that connects people seeking career guidance with industry experts.
Ran a 20-person survey and 4 interviews, then used the findings to shape matching, mentor eligibility and engagement loops. 42.9% wanted to join as mentees, only 14.2% as mentors — so the design leans into supply scarcity and quality gating rather than assuming a balanced marketplace.
The PM muscle: Primary research changing the design: the interviews surfaced credibility as the real risk, not discovery.
PRD & wireframes
Write a PRD and wireframes for a mobile app serving Resident Welfare Association members and admins.
Full PRD: two user types (residents, admins), communication, maintenance requests, documents and events, plus explicit assumptions, dependencies and integration constraints with existing RWA systems — the parts most side-project PRDs skip.
The PM muscle: Writing a spec an engineer can argue with — stated assumptions, dependencies and out-of-scope, not just a feature wish-list.
Retention
Design an in-product communication hub so learners stop moving course discussions to WhatsApp and Telegram.
Framed the leak (learning happens off-platform, so engagement is invisible and retention suffers), built two personas around it, and specified direct messaging, topic groups, event scheduling and course integration as a single hub with a stated hypothesis on satisfaction and retention.
The PM muscle: Turning a vague 'add chat' ask into a retention hypothesis with a measurable claim.
Metrics design
Build the metrics dashboard for launching a new social app — here, one built for seniors.
Chose a north-star (monthly active elderly users) and laid supporting metrics beneath it across adoption, engagement, retention, community formation and satisfaction — including churn and NPS — with accessibility-first features that the metrics are meant to validate.
The PM muscle: Metric-tree discipline: one north-star, everything else earning its place as an input to it.
Engagement
Messaging usage with close contacts is declining. Design a feature that strengthens those relationships — with a Friendship Score.
Designed FunZone (games, shared quizzes, a memory book of past conversations) with a Friendship Score computed from interaction depth, plus user flows, wireframes and the database changes needed to support the score.
The PM muscle: Being honest about a scoring mechanic: a visible relationship score can motivate or quietly shame, so the flow keeps it private and progress-oriented.
Market research
Is the metaverse a credible future for education, or a hype cycle?
Sized the market (metaverse in education projected $3.9B → $19.3B by 2028, 37.7% CAGR) and validated demand with 50 survey responses and 10 interviews — 78.6% aware of the concept, 64.3% seeing potential in classrooms — then weighed adoption blockers against the opportunity.
The PM muscle: Separating market size from market readiness before recommending an investment.
Product thinking
The interesting part of product isn't what we built. It's why we built it.
Came up on · Higher Education Loan — 0→1
How do you reduce loan processing time without compromising risk controls?
My take: Balance Both
Use automation for deterministic checks, while keeping risk-sensitive decisions behind appropriate validation and controls.
Came up on · Higher Education Loan — 0→1
The full journey won't be ready for the launch date. What ships?
My take: Ship the core path
Launch the highest-volume applicant path and handle exceptions operationally. Real usage teaches you more about the edges than another month of specification.
Came up on · Digital Lending Integrations
A capability exists as a third-party service. Do you build it in-house?
My take: Integrate a provider
Integrate where the capability is a commodity and buy back the time for the parts that are actually differentiated — as long as you design for provider failure from day one.
Came up on · LOS Optimization
Operations are overloaded. Do you automate the work or make it visible first?
My take: Add visibility first
Without stage-level data you automate the loudest problem, not the largest one. Visibility is cheaper to build and usually reprioritises the roadmap.
Framework
A repeatable path from an ambiguous problem to a measured outcome.
Understand
Customer + Business + Operational Problem
Frame
Define the problem and success metrics
Discover
Research + Data + User Feedback
Prioritize
Impact × Effort × Risk
Build
PRD → UX → Engineering → UAT
Measure
Adoption → Conversion → TAT → Quality
01 Understand
Customer + Business + Operational Problem
02 Frame
Define the problem and success metrics
03 Discover
Research + Data + User Feedback
04 Prioritize
Impact × Effort × Risk
05 Build
PRD → UX → Engineering → UAT
06 Measure
Adoption → Conversion → TAT → Quality
Capabilities
What I bring to the table across product, fintech, data and delivery.
Product
Turning an ambiguous business problem into a scoped, sequenced, testable product plan.
Fintech
Domain depth in how a loan actually moves — and where risk, compliance and ops constrain design.
Data
Pulling my own numbers instead of waiting for a dashboard, mostly for funnel and stage analysis.
Collaboration
Keeping credit, risk, ops, engineering and partners moving against one definition of done.
Tools
Day-to-day workspace for specs, tracking, design review and reporting.
AI in my workflow
Not just for documentation — prototyping ideas, challenging assumptions and shortening the distance between an idea and something the team can react to.
About
I've always been fascinated by how a problem moves from “this is difficult” to “there has to be a better way.”
My career started on the business side — IT staffing and client management — constantly asking why things took so long and whether technology could make them simpler. That curiosity pulled me into Business Analysis, closer to the technology itself, where I realized I didn't just want to document problems. I wanted to own them.
Since then I've worked across media tech, healthcare and fintech — and fintech is where I found my sweet spot. Lending journeys sit at the intersection of customer experience, risk, operations and compliance, where one small change can move things meaningfully for both the customer and the business.
Today I'm a Product Manager at FinZ Fintech Pvt Ltd (a subsidiary of PhysicsWallah). I own the lending journey end to end. Taking the Higher Education Loan product from 0→1 meant working out how applicants move through a journey, how systems talk to each other, and how operations run it at scale — and within 90 days of launch, digital adoption hit 85%+. The project that shaped my thinking most, though, was a short-term loan application that took 10 minutes. I treated it as a journey problem, not a tech one — tracing where users got stuck, what could be automated, and which integrations were slowing things down. That redesign brought it down to roughly 2 minutes.
In short
For me, product management isn't about PRDs or Jira tickets. It's about finding the friction, understanding why it exists, and bringing the right people together to remove it.
Career path
IT staffing & client management
Working with recruiters, clients and ops — and asking why so much of it was manual
Business Analysis
Closer to technology: mapping processes, writing requirements, shipping with engineers
Media tech
First taste of owning a product surface, not just documenting it
Health-tech
Financing journeys under real-world, high-pressure constraints
Fintech — PhysicsWallah (FinZ)
Digital lending: 0→1 journeys, LOS, integrations and operations at scale
I'm always interested in conversations around product, fintech, digital lending, AI and building better customer experiences.