TUSHAR  JAIN

Many aspiring Product Managers try to skip internships and move straight into PM roles. This article explains why PM internships matter, what they really teach, and how they reduce long-term career risk.

There is no typical day in product management. This blog explains what a Product Manager actually does day to day across 0-to-1 and 1-to-N products.

Product management is widely misunderstood. This blog explains what product management actually is, what product managers truly do, and why the role exists?

There is no single background required to become a Product Manager. This blog explains what kind of experience actually matters for PM hiring. And why titles, courses, and checklists often mislead.

When people hear “500+ user conversations,” they imagine a massive research project. In reality, these conversations were spread across five years, across multiple product contexts, and across different motivations - discovery, validation, feedback, UAT, rejection, and diagnosis. These conversations ultimately changed how I judge problems, how I evaluate user claims, and how I decide whether a feature deserves even a single hour of engineering bandwidth or not. Table of Conte

Most early teams do not fail because they move slow. They fail because they move fast in the wrong direction, burn through conviction, cash, and clarity… and then realise too late that the foundation they built on speed was never built on truth. I learnt this the hard way - both while building a D2C brand and while working with early-stage teams as a PM. Every time something collapsed, speed looked like the villain. But it wasn’t speed. It was an unexamined speed. Table of Co

When people talk about zero-to-one products, they usually talk about frameworks, funnels, MVPs, and speed. But nothing teaches you 0 - to - 1 thinking like building a business with your own money, no team, no visibility, no network, and no external support. My five years building a marketplace-first business and then attempting a D2C brand taught me lessons that no product course, company playbook or growth template ever revealed. These lessons were not theoretical. They came

Founders and first-time product managers rarely struggle with generating ideas. They struggle with recognising which of those ideas actually deserve to exist. In reality, most ideas sound promising when said out loud, look neat on a whiteboard, and even make sense logically. But so do movie plots and TED talks. The real trouble starts when you ask the only question that matters: Do users genuinely feel this problem deeply enough to change their behaviour? Through my years of