Salomon

Senior Product Manager

Onepoint

Three Four

CPO Role: Developed game app, Gl!tch.

Strategic & Financial Management: 
• Created strategic plan and managed finances.

Leadership & Team Development: 
• Recruited and led team for innovation.

Negotiation & Partner Relations: 
• Managed contracts and stakeholder relations.

Product Development & Agile Implementation: 
• Managed Gl!tch’s development with Agile.

Market Analysis & Brand Strategy: 
• Conducted market research for strategy.

Quality Assurance & Technology Integration: 
• Handled product enhancement, tech and API integration.

Founder & CEO

Prometee

Prometee is a Swiss consulting boutique grounded in business, empowering companies with Generative AI through strategic consulting, specialized training, and solution development.

Nike

Agile-skilled in retail technology. Leads product teams, implements product culture, increases user engagement, optimizes delivery.

Product Lifecycle Management: 
Directed the development and global implementation of the E-commerce booking tool, enhancing user engagement and operational efficiency.

• Developed tool, enhanced user engagement, deployed in different continents. 
• Increased customer retention by 45%, online traffic by 30%, expanded reach to 10 new markets. 
• Applied Agile and Scrum, reduced release cycles by 25%, system downtime by 40%. 
• Increased ROI by 60% through product performance analysis, market adaptation.

Product Discovery Initiative: 
Implemented AI and ML in Nike’s conversational commerce tools, refining customer interactions and increasing sales conversions.

• Optimized workflows with Agile, Scrum, A/B testing, reduced time-to-market by 20%. 
• Developed AI/ML-based platform, improved customer service, increased sales conversions by 80%. 
• Used data analytics for customer segmentation, improved targeted marketing by 35%, customer acquisition by 25%.

Product Coaching: 
Enhanced product management capabilities, improving project outcomes and team productivity.

• Innovated Product Phase Templates, improved team efficiency by 20%, reduced project delays by 30%.
• Coached PM and PO teams, improved mindset, productivity.

IKEA

As a Product Manager at IKEA, I reduced costs, improved efficiency, launched an AI tool, optimized user experience, adapted to market demands, managed budgets, enhanced sales, and led agile projects.

Product Strategy Execution:
• Reduced operational costs and improved logistics efficiency.
• Achieved a 30% reduction in setup times for new store formats.

Innovation and Development:
• Spearheaded the launch of an AI-enhanced visual search tool.
• Improved product match accuracy by 40% and increased user engagement by 30%.

User Experience Optimization:
• Developed a machine learning algorithm for a customer support chatbot.
• Reduced resolution times from 15 to 2 minutes, significantly enhancing customer satisfaction scores.

Market Adaptation:
• Tailored retail formats to local market demands, expanding urban market penetration by 20%.

Financial Impact:
• Managed budgeting and cost optimization, achieving cost savings of €170M.
• Contributed to a broader €2.4B reduction in operational expenses.

Sales Enhancement:
• Improved operational and customer service protocols, contributing to a €3M increase in annual sales.

Agile Project Management:
• Led cross-functional teams in agile environments, ensuring effective sprint executions and timely delivery of product initiatives.

Product Manager

Analyzed and supported the integration of digital strategies with IKEA’s retail operations to improve efficiencies and customer experience.

Key Achievements:

Digital Roadmap Analysis:
• Evaluated and refined IKEA's digital roadmap to ensure it met evolving retail needs.

Agile Process Management:
• Supported the implementation of Agile methodologies, helping to manage EPICS, sprints, and user stories to align with strategic goals.

Team Support:
• Assisted in maintaining team alignment and motivation during the transition to new digital practices.

Strategic Support:
• Contributed to the advancement of IKEA’s digital capabilities through analytical support and insights.

Results:
Effectively aided in enhancing IKEA’s digital transformation efforts, focusing on operational improvements and enriched customer engagement.

Digital Transformation Analyst

Managed IKEA's sustainability-focused product initiatives, optimizing resource use and improving supplier relationships.

Key Achievements:

Sustainability Audits:
• Conducted audits to reduce energy usage and waste, leading to a 50% cut in energy costs and a 40% improvement in recycling efficiency.

Cost and Contract Management:
• Reduced procurement costs by 20% and contract times by 30% through strategic negotiations, enhancing operational efficiency.

Product Impact and Stakeholder Engagement:
• Launched a new product line that increased the Net Promoter Score by 24%, strengthening customer loyalty and satisfaction.
• Fostered partnerships with local governments and community organizations to promote IKEA’s sustainability efforts.

Results: 
Managed sustainability projects that not only enhanced operational efficiencies but also significantly boosted customer satisfaction and brand reputation.

Led critical sales and operational enhancement projects at IKEA, with a focus on sustainable practices and customer service.

Key Achievements:

Team Leadership:
• Recruited, guided, and coached a team of 12+ coworkers, improving team performance and collaboration significantly.

Operational Efficiency:
• Increased textile department sales by 20%, reducing staff absenteeism from 30% to 5% through effective management and training.

Compliance and Innovation:
• Achieved 100% compliance with IKEA’s international standards, contributing to safer and more efficient operations across multiple stores.

Community Engagement:
• Strengthened community relations and supplier partnerships, enhancing customer satisfaction by 24% through focused sustainability initiatives.

Results:
Led a team that exceeded sales and operational goals, demonstrating strong leadership and commitment to company standards.

Project Manager

SSP Group plc

Oversaw daily financial operations including balance sheet control, cash flow management, and journal entries. Managed monthly closings, bank reconciliations, and treasury reporting. Developed internal controls and policies, enhanced stock and inventory systems.

Accountant

arche

Managed inventory categorization of 10,000 pairs of shoes annually, reducing planned categorization time by 50%; transformed a basement into a fully operational warehouse, enhancing product market reach through strategic sales collaborations.

Business Development Manager

Empower Businesses building products by mapping customer needs | Product Manager | Product Owner | Founder @ The Swiss Product Management Group, join our community of PMs helping each other level up.

Senior Product Manager & Product Owner | AI/E-commerce | Agile Leader

Currently driving product excellence at Salomon, with 15+ years as Product Manager and Product Owner across Nike, IKEA, and high-growth startups. I transform complex requirements into scalable products through agile methodologies, stakeholder alignment, and data-driven decision making.

Core Experience:
Product Owner for 20+ products using Scrum and SAFe frameworks
Managed product backlogs, user stories, and sprint planning for teams of 5-25 engineers
Delivered €2.4B in business value through digital transformation initiatives
Led cross-functional teams across US, Sweden, Netherlands, France, and Switzerland

Key Deliveries:
→ Salomon: Product Owner for global design system and e-commerce platform optimization
→ Nike: Led agile transformation for conversational commerce (100K users, 1700% ROI)
→ IKEA: Product Owner for AR/VR initiatives and IoT implementations (€170M annual savings)
→ Prometee: Defined product roadmap for GenAI solutions using OKRs and continuous discovery
→ Freemi: Built MVP to 10K users in 8 weeks through rapid sprint iterations

Technical Proficiency:
Tools: JIRA, Confluence, Figma, Tableau, Google Analytics, Miro, Asana
Methodologies: Scrum, Kanban, SAFe, Lean Product Management

Skills: User Story Mapping | Backlog Refinement | Sprint Planning | A/B Testing | SQL
Domains: B2B SaaS | B2C E-commerce | Marketplace | Mobile Apps | AI/ML Products

Product Management Approach:
Stakeholder management through continuous alignment. Requirements gathering via user research. Prioritization based on ROI and user impact. Delivery through 2-week sprints with clear acceptance criteria. Success measured by NPS, retention, and revenue metrics.

Available for: Senior Product Manager, Product Owner, CPO roles (fractional or full-time), and product strategy consulting.

Jerome Mottas 💢

I believe the best products don't just solve problems, they anticipate needs and create moments that make people say, "wow, that just works."

My journey into product management wasn't traditional. I started writing code, building apps for India's GST revolution. But I kept finding myself more excited about the "why" than the "how" - why users struggled, why certain features resonated, why some products became indispensable while others collected digital dust.

That fascination never left. It followed me through scaling payment systems at Razorpay, building AI-powered learning platforms at upGrad, and now to ETS, where I'm helping shape assessment experiences across borders and cultures.

What drives me? The intersection of three things:
- Technology that feels like magic but works like clockwork
- Deep empathy for user struggles and aspirations  
- Data-informed decisions that don't lose sight of human stories

My approach to product is a lot like my approach to CrossFit and cooking: start with fundamentals, iterate relentlessly, measure what matters, and never forget that the goal is progress, not perfection. Both taught me that consistency compounds, small improvements add up, and the best results come from respecting the process.

I'm passionate about AI-powered products, EdTech innovation, and the art of making complex systems simple. Always happy to connect with fellow product enthusiasts, founders building something meaningful, or anyone who wants to swap stories about product challenges over coffee (or debate the best post-workout meal).

Let's connect! 🚀

---
*All views and opinions shared here are my own and do not reflect those of my employer.*

Rishav Gupta

7 Types of Product Managers I have worked with:

1. The Data Paralytic
Has 15 dashboards but still can't make a decision

2. The Stakeholder Expert
Somehow gets everyone to agree (You never see them do it, but it works)

3. The Roadmap Rewriter
Changes priorities every Monday (Calls it "staying agile")

4. The Feature Hoarder
Adds to backlog, never ships (2,847 tickets and counting)

5. The Meeting Assassin
Solves in Slack what others need 6 meetings for

6. The Vision Seller
Can sell anything to anyone (Even features that don't exist yet)

7. The Pessimist Prophet
Predicts every disaster (Always right, never appreciated)

8. The Ship-at-all-costs
"We'll fix it in v2" (There is no v2)

Great products aren't built by one type of PM.

They are built by teams that know when to research, when to ship, and when to just make the call.

The best teams have a mix of all these types.

Which one are you?

Tag a PM who fits one of these types perfectly! 

#ProductManagement #PMLife #ProductStrategy

The “Why” behind the “How” | Product @ ETS

Nobody teaches you how to recover after shipping something terrible.

But you will ship something terrible. Guaranteed.

Here's the playbook that actually works:

Hour 1: Acknowledge it publicly, internally first
Don't: “Users are still learning it”
Do: “This didn't work. We're investigating why”

Day 1: Kill it or fix it. Pick one. Fast.
Keeping broken things live while you "gather more data" destroys trust faster than the bad feature itself.

Week 1: Share what you learned
The post-mortem isn't for leadership. It's for the team.
What did we miss? What did we learn?

This is where you build credibility.

The mistake most PMs make: They try to defend the bad decision.

“Well the data supported...”
”In theory it should have...”
”Users just need time to...”

No.

The team knows it's bad.
Users know it's bad.
You know it's bad.

Own it. Fast.

Here's the counterintuitive part:
PMs who admit failure quickly build more trust than PMs who never fail.

Because everyone knows everyone fails.
The question is: Do you pretend or do you learn?

Your credibility isn't built on being right.
It's built on what you do when you're wrong.

My recommendation: Keep a “failure log.”

Every significant miss.
What you expected vs what happened.
What you learned.

Review it quarterly.

You'll spot patterns in your judgment.
You'll calibrate your confidence better.
You'll stop repeating the same mistakes.

Most importantly: You'll stop being afraid of being wrong.

Because you'll have proof that failure isn't fatal.

#ProductManagement #Failure #Learning #Leadership #PMLife

Your best engineers don't respect you.

And they're right not to.

Here's what they see:

You've never written production code.
You don't understand the technical debt you're creating.
You promise timelines they know are impossible.
You change requirements mid-sprint because a customer complained.

Then you talk about “partnership” and “collaboration.”

From their perspective? You're the person making their job harder while taking credit when things ship.

The brutal truth most PMs won't admit:

"Influence without authority" only works if you're bringing real value. Without it, you're just someone with opinions about other people's work.

The engineers who respect you aren't respecting your product skills.
They're respecting that you:

- Actually understand technical constraints
- Fight off stupid requests from sales
- Protect them from context-switching chaos
- Admit when you don't know something

Your fancy frameworks don't matter.
Your prioritization matrix doesn't impress them.
Your user research doesn't change their opinion of you.

What matters: Do you make their job easier or harder?

Most PMs make it harder and wonder why engineers are “difficult.”

So ask yourself: What did I do this week that made my engineers' jobs easier?

If you can't answer that in 10 seconds, that's your problem right there.

The PMs who get defensive reading this? You're exactly who this is for.

The ones nodding along? You already know what to do.

#ProductManagement #Engineering #HardTruths #TechLeadership #PMLife

Every organization has a “pace layer” problem.

And most PMs are optimizing the wrong layer.

Here's what actually happens:

Layer 1 (Fast): Features, experiments, UI changes
Layer 2 (Medium): Positioning, pricing, core workflows
Layer 3 (Slow): Architecture, business model, platform decisions

Most PMs spend 90% of their time on Layer 1.

Because it feels productive.
Because you can show progress weekly.
Because stakeholders can visualize it.

Meanwhile, Layer 3 decisions made 2 years ago are slowly strangling your product.

The database architecture that can't scale.
The pricing model that prevents enterprise expansion.
The platform choice that limits what you can build.

But nobody wants to touch Layer 3 because:

- It's expensive
- It's risky
- It won't show results this quarter
- You can't demo it

So organizations manufacture urgency around Layer 1.

“We need to ship this feature NOW.”
”Competitors are moving faster.”
”This customer needs it urgently.”

The urgency isn't real. It's organizational avoidance of hard, slow problems.

A counterintuitive approach:

Allocate your cognitive energy inversely to what your organization prioritizes.

If everyone's obsessing over Layer 1, you should be thinking about Layer 3.

Not to block Layer 1 work.
But to ensure Layer 1 decisions don't make Layer 3 problems worse.

The questions that matter:

“If we build this feature request, does it lock us into this architecture for another year?”
”Does this pricing exception make enterprise expansion impossible?”
”Are we optimizing this quarter at the expense of next year's options?”

Most product failures aren't from picking the wrong features.
They're from accumulating slow-moving constraints that eventually paralyze you.

What would you fix at Layer 3 if you had the time and mandate to do it?

#ProductManagement #Strategy #TechnicalDebt #SystemsThinking

Most PM negotiations are lost because you speak first after proposing something.

Learn to shut up.

The pattern:

You: “We think this feature will take 6 weeks”
[3 seconds of silence]
You: “But we could maybe do it in 4 if we cut some scope...”

You just negotiated against yourself.

The power move:

You: “We think this feature will take 6 weeks”
[Silence]
[More silence]
[Uncomfortable silence]
Them: “Could we do anything to speed it up?”
You: “Sure, we could reduce scope here and here...”

See the difference?

First scenario: You volunteer the compromise
Second scenario: They ask for the compromise

Psychologically, people value what they ask for more than what's offered.

The technique works everywhere:

- Pricing: “This will cost $50K” [silence] vs. “This will cost $50K... or we could do a smaller version for $30K”
- Timeline: “Ready in Q3” [silence] vs. “Ready in Q3... although we might be able to rush something in Q2”
- Scope: “This includes A, B, C” [silence] vs. “This includes A, B, C... but we could drop C if needed”

Most PMs are so uncomfortable with tension they fill silence with concessions.

The best PMs let others fill the silence with questions.
Then answer those questions.

The rule: After stating your position, count to 10 before speaking again.

It feels eternal.
It's usually 3 seconds.
And it changes the entire negotiation dynamic.

Try it in your next planning meeting.
The silence will feel awkward.
The results won't.

What's a negotiation where you spoke first and regretted it?

#ProductManagement #Negotiation #PMSkills #Leadership #PMLife

taplio

The Battle

Jerome Mottas 💢

Rishav Gupta

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The Battle

Jerome Mottas 💢

Rishav Gupta

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Rishav Gupta's LinkedIn Performance

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