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I’ve spent over 20 years navigating the ever-evolving landscape of technology and…
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Articles by Sriram
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Digital Transformation using Digital Reality.
Digital Transformation using Digital Reality.
In this blog, we will explore digital reality leading to the transformation outcomes for Enterprises aspiring to be…
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AI driven Design Thinking : Solution capabilities to consider for AI driven PaaS and SaaS products.
AI driven Design Thinking : Solution capabilities to consider for AI driven PaaS and SaaS products.
While I personally thrive to a be able product manager in the AI era , I face all the technology & disruptions…
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16K followers
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Sriram Subramanian reposted thisSriram Subramanian reposted this6.4% of features get 80% of the clicks (Pendo). AI just made the other 93.6% a seductive trap. For product managers, "let's just ship it and see" is now the most expensive sentence in the job. Here's how to turn it into a decision. Shipping to learn is fine. Shipping with no exit is how features become permanent accidents. Every feature still needs someone to support it, test it, document it, and keep it in their head. Forever. 1. Build speed → Reason to exist ↳ Name the user, their problem, ↳ and why today's workaround fails. 2. Business case → Blocking questions ↳ Ask sales, legal and finance what ↳ would stop it before you start it. 3. Feature roadmap → Problem commitment ↳ Put the outcome on the roadmap. ↳ Leave the solution open. 4. Popular idea → Weakest assumption ↳ Marty Cagan's rule: half or more of your ideas ↳ won't work. Find the cheapest way to ↳ prove this one wrong. 5. Customer request → Actual problem ↳ Ask what happened the last time ↳ they needed it. 6. "I'd pay" → Real commitment ↳ Ask for their time, their data, or a paid pilot. 7. Stakeholder sign-off → Adoption plan ↳ Name who has to change how they ↳ work, and ask what it takes. 8. Finished spec → Engineering input ↳ Bring the problem instead of the spec. ↳ Ask what just became possible. 9. Features shipped → User outcome ↳ Pick the one behaviour that should ↳ change. Then check it. 10. Sprint velocity → Time budget ↳ Decide how long it gets before it needs ↳ to prove something. 11. Polished prototype → Observed use ↳ Give 5 users a real task. ↳ Explain nothing. 12. Launch date → Keep-or-kill date ↳ Set the review date, the result ↳ that earns its keep, and ↳ who can remove it. The 6.4% didn't get there by being fast to build. They got there because someone made a decision before the first line of code. Before the next feature ships, write three things down: → The result that makes it a go → The date you'll check it → Who can remove it if it misses Three lines, and a bet becomes a decision. The 12 swaps as a PDF, plus a one-page keep-or-kill template. Both free in the Vault: https://lnkd.in/e9EV9jC3 Which of the 12 does your team skip most?
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Sriram Subramanian reposted thisSriram Subramanian reposted thisLast quarter, a hiring manager told me: We need a Product Manager who thinks like a CEO. I said: Okay, but are you going to give them CEO-level authority to make real decisions? No answer. That was the problem. This happens almost every time companies hire Product Managers. Companies say they want PMs with: • Strategic thinking • Ownership mindset • Revenue impact • Customer obsession • Executive-level judgment But then they give them: • No decision power • No budget control • No clear direction • No success metric • No real authority across teams You can’t ask someone to act like an owner while hiring them like a coordinator. You can’t expect CEO-level thinking inside a role designed for task management. And you can’t blame the PM when the structure was broken from day one. A lot of Product hires don’t fail because the talent isn’t there. They fail because the company wanted ownership… but never gave the role the power to own anything. What do you think? Are companies expecting too much from PMs without giving them enough authority? #ProductManagement #Hiring #Recruitment
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Sriram Subramanian reposted thisTHE GRASS: PART 1 The current AI situation explained as an anti-drug PSA from the 70s. This one was a blast to make. I laughed as I was making it and found ways to push the performances into comedy. Written, prompted, edited by me Made with Claude 5.1, GPT Image 2.5, Seedance 2.5, Suno, and Premiere. Part 2 is out https://lnkd.in/gu_69jvq
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Sriram Subramanian reposted thisWho do you agree with? Sam Altman, CEO of OpenAI: We are deploying responsibly developed AI to liberate humanity from menial labor and usher in an era of unparalleled creativity and abundance. Naomi Klein, Author & Social Activist: You ingested the entire written output of human civilization without consent, without compensation, and without credit, to build a system whose primary commercial application is eliminating the jobs of the people whose work you consumed. You are not liberating human creativity. You are strip-mining it and selling it back at a markup while calling the theft “training data.”
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Sriram Subramanian reposted thisSriram Subramanian reposted thisMost people keep chasing liabilities disguised as success. More meetings. More noise. More distractions dressed up as “opportunities.” But over time, I’m realizing the real assets are simpler and far more difficult to protect. 🎯 Focus is an asset 🫂 The company of positive, growth-minded people is an asset 🙌 Partners who give their 100% are an asset ⏰ Time is the biggest asset of all Everything compounds when these four align. The hard truth? Most people don’t fail because of lack of talent. They fail because their attention is scattered, their circle drains energy, and they spend time on things that don’t move life forward. Protect your assets carefully. They decide the quality of your business, relationships, and future.
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Sriram Subramanian reposted thisSriram Subramanian reposted this🧠 UX & Psychology: Guides and Cheatsheets. With useful resources on how people think, decide, remember and focus attention — guides, glossaries, Miro/Figjam boards and cheat sheets ↓ 🤔 We think we know what others are thinking (we don’t!). 🤔 Too often we fill in gaps and detail from stereotypes. 🤔 We project our assumptions onto the past and future. 🤔 We tend to avoid or postpone irreversible decisions. 🤔 We edit and reinforce some memories after the fact. 🤔 We don’t see everything and we overlook details. 🤔 We simplify probability and numbers to make sense. 🤔 We are drawn to details that confirm our own beliefs. 🤔 We tend to believe things we choose to believe. 🤔 We transfer our experiences on other people. As GK VanPatter noted, what is often missing in conversations on cognitive biases are divergent thinking bias and convergent thinking bias, with the latter being by far the most prevalent. With the divergent thinking bias, we often generate too many ideas without properly evaluating their quality of feasibility. As a result, we at times resist making decisions and narrow down solutions, and hence often overlook obvious solutions. I definitely fall into that trap frequently — and then get lost in all the fine details, without a clear path forward. With the convergent thinking bias, we rely too much on logical analysis while totally ignoring emotional factors, and then fall prey to confirmation bias when evaluating solutions. So we rush towards a single right answer, and often skip or ignore the option of experimentation. Both of these biases can be very counterproductive when we try to innovate and find solutions to a given problem. They are often overlooked and forgotten — so watch out for them, and flag them for yourself and for your team when designing the next big thing. --- 💎 Useful resources: Psychology Insights Cookbook, by Jerome Ribot 💎 👍🏽 Docs: https://lnkd.in/epGNUd9j Figma: https://lnkd.in/gHEU4R9Y Laws of UX, by Jon Yablonski 👍🏽 https://lawsofux.com/ Psychology UX Glossary, by Peter Ramsey 👍🏽 https://lnkd.in/ek9Pi-CG Cognitive Bias Cheat Sheet, by Buster Benson https://lnkd.in/eCGDp4mP Psychological Principles And How To Apply Them (Figjam), by Maryna Kucherova 🇺🇦, via Paweł Huryn 🇺🇦 https://lnkd.in/eQE2y5HG The Psychology of Design, by Dan Benoni, Louis-Xavier L. https://lnkd.in/d5Z6TpVt Cognitive Biases Explained, by Krisztina Szerovay https://lnkd.in/eCxbBBS9 Behavioral Science Insights (Miro board), by Elina Halonen https://lnkd.in/eW5XgwDk The Big Behavioral Bias (Miro Board), by Robert Meza https://lnkd.in/ei-Xs-tD Behavioral Evidence Hubs 👍🏽 https://www.bhub.org/ https://www.besci.org/ #ux #design #psychology
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Sriram Subramanian reposted thisSriram Subramanian reposted thisClarifai just showed up in Jensen's GTC keynote. 🚀 We hit 418 tokens per second on Kimi K2.5. First provider to break 400 TPS on a trillion-parameter reasoning model. If you're at GTC building with reasoning models, let's talk: https://lnkd.in/e3P_jirx
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Sriram Subramanian reposted thisSriram Subramanian reposted thisWild to see.. Clarifai team is cranking out the most outrageously strong token metrics. Again and again. Blazingly fast, always compelling pricing to boot. This is for Kimi 2.5 (Reasoning) - but pick your favorite model and we are in the mix. Our internal benchmarking on Deepseek, Qwen3, Llama3, GPT120B has us crushing the field. Cannot wait to share with the world on Artificial Analysis soon.
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Sriram Subramanian reposted thisSriram Subramanian reposted thisHiring alert for product leaders in Chennai! 🙋♂️ . . . . I'm looking for a Senior Manager, Product Management to join my team and lead our Limitations Platform. A bit about the platform — PayPal's Limitations system is one of the most critical risk and compliance engines in fintech. It enforces account-level restrictions based on fraud detection, regulatory compliance, transaction anomalies, and policy violations — protecting 400M+ users while ensuring legitimate customers aren't disrupted. It sits at the heart of how PayPal maintains trust across 200+ markets. This isn't a "manage a backlog" kind of role. You'll define the product vision, lead a team of PMs, and make decisions that impact millions of users every day. Who I'm looking for: → 12+ years in product management with strong people management experience → Someone who's navigated complex domains — risk, compliance, payments, or platforms → A leader who can think big picture while staying close to execution → Based in Chennai or willing to relocate If this sounds like your kind of challenge, let's talk. Apply here https://lnkd.in/gPrmUmG3 #ProductManagement #SeniorHiring #Chennai #PayPal #Fintech #HiringNow #ChennaiPM
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Sriram Subramanian liked thisSriram Subramanian liked this𝐏𝐎𝐕: 𝐘𝐨𝐮 𝐜𝐨𝐦𝐞 𝐛𝐚𝐜𝐤 𝐭𝐨 𝐜𝐨𝐥𝐥𝐞𝐠𝐞 𝐟𝐨𝐫 𝐲𝐨𝐮𝐫 𝐜𝐨𝐧𝐯𝐨𝐜𝐚𝐭𝐢𝐨𝐧… 𝐚𝐧𝐝 𝐬𝐮𝐝𝐝𝐞𝐧𝐥𝐲, 𝐲𝐨𝐮 𝐦𝐢𝐬𝐬 𝐞𝐯𝐞𝐫𝐲𝐭𝐡𝐢𝐧𝐠🎓 The funny thing about college is that while you’re living it, you’re counting down to graduation. 𝑨𝒏𝒅 𝒕𝒉𝒆𝒏 𝒈𝒓𝒂𝒅𝒖𝒂𝒕𝒊𝒐𝒏 𝒉𝒂𝒑𝒑𝒆𝒏𝒔… you spend a few months working, life moves on, and you come back for your convocation only to realise: 𝐖𝐚𝐢𝐭. 𝐈 𝐚𝐜𝐭𝐮𝐚𝐥𝐥𝐲 𝐦𝐢𝐬𝐬 𝐭𝐡𝐢𝐬 𝐩𝐥𝐚𝐜𝐞😭 Coming back to CHANDIGARH UNIVERSITY for my convocation felt like pressing pause on adult life for a day. I met my teachers. Met friends. Walked around familiar places. Heard old stories. Made new ones. And somewhere between all the conversations and nostalgia, I realised how much those four years gave me. 𝐍𝐨𝐭 𝐣𝐮𝐬𝐭 𝐚 𝐝𝐞𝐠𝐫𝐞𝐞. People. Experiences. Inside jokes. Lessons. Chaos. Friendships. And memories that somehow get better with time. The best part was meeting my teachers again and seeing how genuinely happy they were to see us. 𝙏𝙝𝙚𝙧𝙚’𝙨 𝙨𝙤𝙢𝙚𝙩𝙝𝙞𝙣𝙜 𝙨𝙥𝙚𝙘𝙞𝙖𝙡 𝙖𝙗𝙤𝙪𝙩 𝙗𝙚𝙞𝙣𝙜 𝙧𝙚𝙢𝙚𝙢𝙗𝙚𝙧𝙚𝙙 𝙗𝙮 𝙩𝙝𝙚 𝙥𝙚𝙤𝙥𝙡𝙚 𝙬𝙝𝙤 𝙩𝙖𝙪𝙜𝙝𝙩 𝙮𝙤𝙪 𝙮𝙚𝙖𝙧𝙨 𝙖𝙜𝙤. And then, 𝐦𝐲 𝐟𝐫𝐢𝐞𝐧𝐝𝐬🤍 The people I could sit and talk to for hours, share our favourite iced tea and snacks with, do the most random things with, and somehow make even the most ordinary days feel special. Looking back, 𝙞𝙩’𝙨 𝙩𝙝𝙚𝙨𝙚 𝙡𝙞𝙩𝙩𝙡𝙚 𝙢𝙤𝙢𝙚𝙣𝙩𝙨 𝙬𝙞𝙩𝙝 𝙩𝙝𝙚𝙢 𝙩𝙝𝙖𝙩 𝙄 𝙠𝙣𝙤𝙬 𝙄’𝙡𝙡 𝙢𝙞𝙨𝙨 𝙩𝙝𝙚 𝙢𝙤𝙨𝙩. 🥹 And maybe that’s what makes a place special. Not the buildings. Not the classrooms. Not even the degree. 𝙄𝙩’𝙨 𝙩𝙝𝙚 𝙥𝙚𝙤𝙥𝙡𝙚 𝙮𝙤𝙪 𝙢𝙚𝙚𝙩 𝙩𝙝𝙚𝙧𝙚 𝙖𝙣𝙙 𝙩𝙝𝙚 𝙫𝙚𝙧𝙨𝙞𝙤𝙣 𝙤𝙛 𝙮𝙤𝙪𝙧𝙨𝙚𝙡𝙛 𝙮𝙤𝙪 𝙗𝙚𝙘𝙤𝙢𝙚 𝙖𝙡𝙤𝙣𝙜 𝙩𝙝𝙚 𝙬𝙖𝙮. Four years went by way too quickly. 𝐖𝐨𝐮𝐥𝐝 𝐈 𝐝𝐨 𝐢𝐭 𝐚𝐥𝐥 𝐨𝐯𝐞𝐫 𝐚𝐠𝐚𝐢𝐧? 𝐀𝐛𝐬𝐨𝐥𝐮𝐭𝐞𝐥𝐲. Would I attend all those 9 AM classes again? Let’s not get carried away. 😂 Here’s to the 𝐂𝐥𝐚𝐬𝐬 𝐨𝐟 𝟐𝟎𝟐1, the people who made these four years unforgettable and a chapter I’ll always be ridiculously nostalgic about. CHANDIGARH UNIVERSITY — thank you for the memories. 🎓 (I couldn’t stop myself from posting these many pictures🥲)
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Sriram Subramanian liked thisGood Things: like combining Onboarding, Account Management and Account RecoverySriram Subramanian liked thisGood to know 💡… what other Alloys do you know?❓
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Sriram Subramanian liked thisSriram Subramanian liked this6.4% of features get 80% of the clicks (Pendo). AI just made the other 93.6% a seductive trap. For product managers, "let's just ship it and see" is now the most expensive sentence in the job. Here's how to turn it into a decision. Shipping to learn is fine. Shipping with no exit is how features become permanent accidents. Every feature still needs someone to support it, test it, document it, and keep it in their head. Forever. 1. Build speed → Reason to exist ↳ Name the user, their problem, ↳ and why today's workaround fails. 2. Business case → Blocking questions ↳ Ask sales, legal and finance what ↳ would stop it before you start it. 3. Feature roadmap → Problem commitment ↳ Put the outcome on the roadmap. ↳ Leave the solution open. 4. Popular idea → Weakest assumption ↳ Marty Cagan's rule: half or more of your ideas ↳ won't work. Find the cheapest way to ↳ prove this one wrong. 5. Customer request → Actual problem ↳ Ask what happened the last time ↳ they needed it. 6. "I'd pay" → Real commitment ↳ Ask for their time, their data, or a paid pilot. 7. Stakeholder sign-off → Adoption plan ↳ Name who has to change how they ↳ work, and ask what it takes. 8. Finished spec → Engineering input ↳ Bring the problem instead of the spec. ↳ Ask what just became possible. 9. Features shipped → User outcome ↳ Pick the one behaviour that should ↳ change. Then check it. 10. Sprint velocity → Time budget ↳ Decide how long it gets before it needs ↳ to prove something. 11. Polished prototype → Observed use ↳ Give 5 users a real task. ↳ Explain nothing. 12. Launch date → Keep-or-kill date ↳ Set the review date, the result ↳ that earns its keep, and ↳ who can remove it. The 6.4% didn't get there by being fast to build. They got there because someone made a decision before the first line of code. Before the next feature ships, write three things down: → The result that makes it a go → The date you'll check it → Who can remove it if it misses Three lines, and a bet becomes a decision. The 12 swaps as a PDF, plus a one-page keep-or-kill template. Both free in the Vault: https://lnkd.in/e9EV9jC3 Which of the 12 does your team skip most?
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Sriram Subramanian liked thisGlean 's, with its context + memory, makes assistant and agents get deployed and adopted with ease at scale. What matters more is RoI, safety and governance, areas Glean outshines!Sriram Subramanian liked thisAt Glean:GO, Snap Inc. CEO Evan Spiegel shared how Snap is using Glean across performance reviews, IT support, and R&D tax credit work, with that workflow alone giving engineering teams hundreds of hours back to build. 👇
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Sriram Subramanian reacted on thisSriram Subramanian reacted on thisAnyone calling MDR on UPI a tax is smoking something heavy 😅 UPI costs about Rs 20,700 crore a year to run. The Budget puts in Rs 2,000 crore of our money. Banks and apps eat the rest. That is not a free market. That is a subsidised monopoly. Introducing a low MDR is the right move. But to keep it that way, we have to ask a deeper question. Why is there only one NPCI? In 2020, RBI itself invited rivals. 6 consortiums with serious capital, like TATA & Reliance, applied. In 2023 the plan was shelved. Instead we announced a 30% market share cap in 2020. Still deferred coz 2 apps hold over 85%. Takeaway👇🏼 You cannot mandate competition. You have to enable it. Telecom had one sarkari operator. We opened it up and got some of the cheapest data in the world. Visa and Mastercard charge 2% because they are a duopoly. Five rails fighting for every merchant cannot. Enable five NPCIs. Kill the subsidy. Let them fight. MDR will always stay negligible 🤷🏼♂️
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Sriram Subramanian liked thisSriram Subramanian liked thisWe released the weights. The community brought the quants. Big thanks to the community for publishing GGUF quantizations of OUI-1! Exploring local Generative UI? Check out their releases below 👇 https://lnkd.in/gNJCAgGe https://lnkd.in/ghSDBRTm
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Sriram Subramanian reacted on thisSriram Subramanian reacted on thisMeta: "Ok, here is the Muse – a mobile agent that finally does things!" EU: "Nope. Hold my fax machine"
Experience & Education
Licenses & Certifications
Volunteer Experience
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Lead Facilitator & Co-ordinator
Seven Star Destitute Home
- Lead a Team of 5 people to collect Money from 250+ people every month over a period of Two years and constructed a Kitchen in an Orphanage Home.
- Collected Several materials for Kids school use for a period of three years and delivered the same to the destitute home. -
Knowledge Base
Get Hired
- 5 months
Education
Created a Compact Diskette for 300 MB with content for Aptitude Tests , Technical Tests and Interview questions collections for 300+ IT organisations for aspiring Engineering students preparing to clear the Campus Process.
Courses
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Big Data
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Hadoop
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Machine Learning
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Oracle Advanced Training
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Projects
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EduLabs - Virtual Labs for Education
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See projectProvide a Mixed reality / Augmented Reality experience for Students to perform and understand Lab instruments.
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Konstrukt - Home Furnishing and Appliances
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See projectKonstrukt - Immersive Experience for Home Furnishing - Microsoft Hololens
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Konstrukt - Real Estate - Materials Customisation
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See projectCustomise Paints in VR for your Designs
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LeadsontheGO - MOBILISE YOUR CRM
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See projectEntire Workflow of Leads , Contacts , Accounts and Activity management for your Salesforce CRM.
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Smart Sales Caller - truecaller for Salesforce
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See projectEnable Sales person to log all received calls, add note into it and sync to salesforce.com
Easy to know the person calling is your lead/ contact before attending the phone call.
Manage your task and sync task to salesforce.com -
RevenueIQ
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Created Models in R for 1) Probability of a Claim being paid by Insurance 2) The Duration required to receive for Insurance Amount 3) The amount that will be paid by the Insurance company.
These Models were Built for Clinics to provide Revenue Intelligence against their Insurance Claims. -
Greetino - Generate Videos for Engaging and sharing Social Media
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See projectGreetino aims to be a social mobile platform for sharing wishes on cheerful occasions like Birthdays, Christmas, Valentine's day etc.It aims to engage with users who wish and create custom and new wishes by "Generating Videos" that can be very refreshing to the viewers and your loved ones.
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Auto Finance Mart 2.0
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Designed the Datawarehouse , Datamart and ETL flow for 13 Billion $ HSBC Autonfinance Portfolio
Honors & Awards
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Enterprise Mobility Company of the year 2014
Silicon India
Languages
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English
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Tamil
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Hindi
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Recommendations received
28 people have recommended Sriram
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Naveen Puttagunta
Naveen Puttagunta
Naveen currently runs Divami Design Labs, a UX UI Design Agency that he co-founded in 2008. The company, based in Hyderabad, India, specializes in User Experience and Interface Design and Designing for B2B SaaS platforms, Enterprise Software Products, Consumer Apps & eCommerce and Digital Transformation Platforms for Web, Desktop and Mobile app design and development. Apart from UX, he has several years of experience in the database and data movement areas, particularly focused on product planning, strategy, and technology direction. Prior to his move to Hyderabad, he was in a product management role at GoldenGate Software (now acquired by Oracle) head quartered in the Bay Area. Before that, he spent over 10 years at Sybase (now acquired by SAP) in various roles in product management and engineering, culminating in a leadership role with product management responsibilities for the enterprise database, replication and data access product lines. Naveen has a business degree from Indian School of Business, Hyderabad, a masters degree in Computer Science from University of Houston, Houston, and a bachelors degree in Computer Science from BITS, Pilani, India.<br><br>Specialties: User Experience and Interface Design, UX/UI, UI Technologies, Product Management, product strategy, technology direction, product pricing, sales training, go to market strategy & planning, enterprise software, database, replication, data integration, business continuity, high availability.
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