If there’s one thing I’ve learned in product management, it’s this: each industry teaches you something different — and unlearning is just as important as learning.
Over the past few years, I’ve had the chance to build products across FinTech, HR Tech, and now — Gaming. The shift from one domain to another hasn’t just expanded my toolkit, it’s forced me to rethink what it means to be user-centric, data-driven, and outcome-focused.
Let me rewind a bit.
📍 Starting with FinTech: Product = Trust
At KFinTech, I was working on investment platforms, mutual fund apps, and backend-heavy financial products. The stakes were high — we were dealing with people’s money.
Lesson: Every tap, every screen, every word carried the weight of user trust. Even small bugs could create panic. Good UX wasn’t just a nice-to-have — it was a business requirement.
I learned how to simplify complex workflows, manage stakeholder expectations across compliance and legal, and most importantly — how to redesign trust.
📍 Then HR Tech: Product = Workflow
Switching to INRY was like flipping the lens. Now, the product wasn’t consumer-facing. It was used by HR teams, recruiters, and implementation partners. I was building Applicant Tracking Systems and HR Service Delivery apps within the ServiceNow ecosystem.
Lesson: In HR Tech, you’re designing for scale and flexibility, not just beauty. Configurability, integrations, and admin experience took center stage. The users weren’t casual users — they were power users with deeply embedded workflows.
That’s when I really internalized the difference between “usable” and “useful.”
🎮 And Now: Enter Gaming
This year, I made a big leap — into the world of gaming and betting platforms. It’s fast, data-rich, emotionally charged, and wildly user-driven. It’s also full of unknowns for someone coming from FinTech and HR. And that’s exactly why I leaned into it.
I didn’t want to become the kind of PM who only knows one kind of product. I wanted to challenge my assumptions, reset my learning curve, and understand what makes users come back because they want to — not because they need to.
Why This Move Matters
Each industry has taught me a different “PM muscle”:
• FinTech sharpened my ability to design for clarity and safety
• HR Tech taught me to think in systems and enterprise logic
• Gaming is already pushing me to level up on engagement, retention, and rapid iteration
And what ties them all together? Curiosity. A willingness to say, “I don’t know — but I’ll figure it out.”
What’s Next?
I’m diving deep into retention strategies, loyalty programs, and behavioral design in gaming. It’s a whole new playbook (pun intended), and I’m excited to share what I’m learning along the way.
Beyond the Backlog 