Companies are constantly striving to develop technological products that effectively address real business challenges. However, high-quality code alone does not guarantee a successful product. What happens when a company's core business logic struggles to keep pace with rapid user growth? How do you persuade your team of the need for change and choose a technically viable path? And how can a single strategic management decision unlock exponential efficiency gains?
In product management, knowledge of methodologies is essential, but equally important is the ability to strike a balance between long-term strategy, business objectives, and technical constraints. Over his eight-year career, Hardik Raval has accumulated extensive experience in managing products across diverse industries—including fintech, e-commerce, and nonprofit services. His expertise lies in navigating complex challenges while working within resource constraints, ensuring that both business goals and technical feasibility are carefully considered at every stage of product development.
In this interview, he shares his insights on scaling platforms, optimizing internal processes, and implementing innovative solutions that have driven revenue growth while simultaneously reducing operational costs.
— You started your career in software development but later transitioned to product management. What attracted you to this role?
— In 2011, I earned my bachelor's degree in Computer Science from Anna University in Chennai and began my career as a software developer focused on optimizing business processes. My primary tools were SQL and C# on the .NET platform.
Over the years, I worked with several tech companies, but as I gained more experience with real-world products, I realized my interests went beyond just writing code. I was drawn to understanding customer challenges, defining strategic roadmaps, and leading cross-functional collaboration to build meaningful products.
I wanted to bridge the gap between business goals and technical execution—aligning teams, managing priorities, and ensuring smooth product delivery. This shift in focus led me from technical development to strategic product thinking, stakeholder management, and large-scale problem-solving.
To solidify my transition into product management, I completed two specialized courses—"Introduction to Software Product" and "Software Processes and Agile Practice"—at the University of Alberta in the United States. By 2016, I had taken on a product management role at WebCodeGenie Technology, one of India's largest software development firms.
Launching several major products—from concept to execution—helped the company strengthen its market position and attract thousands of new users. That experience paved the way for my move to Winaxis, an international business process outsourcing firm, where I continue to work today.
— Which products have stood out the most to you?
— One of the most rewarding projects I worked on was HelpingWithFlags, a platform designed to simplify the management of flag programs for clubs and organizations. I led the development of a comprehensive system that allowed users to manage subscribers, flag orders, volunteers, teams, and donations more efficiently.
A key challenge was scaling the platform. Initially, it could support up to 20 clubs at a time, but after our enhancements, it could handle 60 clubs and nearly 40,000 subscribers. My team automated order tracking and volunteer coordination, significantly reducing administrative overhead. We also streamlined the donation process, which ultimately increased revenue for the nonprofits using the platform.
Another notable project was an inventory management system we built for Baxter IT, an outsourcing firm specializing in government contracts, computer hardware, and software solutions.
Our goal was to create an intuitive inventory tracking system that improved accuracy and minimized errors. We also integrated a user-friendly ticketing system for customer support, which reduced response times and boosted user satisfaction. Additionally, we ensured seamless contract management, helping clients maintain compliance with government regulations and renew contracts on time.
Beyond these, I've contributed to various projects at Winaxis, including a document digitization system that enhanced government transparency in Barbados. I was also involved in developing a mobile app and automating payment processing for GoMow, a lawn care service platform.
— You have extensive experience working across different industries and company sizes. How do you balance business needs with the technical capabilities of your team?
— I involve engineering teams at the earliest stages of product development and requirements gathering to assess feasibility and identify technical constraints. Establishing clear and open communication between stakeholders—including business leaders, designers, and developers—is crucial from the outset to ensure that everyone is aligned on objectives and understands the progress of the project.
From a technical execution perspective, I focus on gathering as much relevant information as possible from the business side and ensuring that the development team fully understands the "why" behind a product, not just the "how." Before moving into development, I break down high-level business objectives into structured technical requirements that align with the team's strengths, existing infrastructure, and long-term scalability needs. If a feature is complex or resource-intensive, I work closely with engineers to explore alternative solutions that achieve the same goals with less complexity.
— You mentioned the importance of gathering comprehensive business requirements. How do you make this process more effective?
— I involve key stakeholders from the client's company early in the process—whether through interviews, workshops, or surveys—by asking targeted questions that uncover deeper insights into their needs and challenges. The key is not just to document requirements but to fully understand the underlying business goals and potential roadblocks.
All gathered requirements are documented and then visualized through prototypes or flowcharts. This helps align business expectations with the technical and design constraints, making the development process more transparent for everyone involved.
From a communication standpoint, I ensure there's a clear plan that all stakeholders understand, adjusting communication tools based on what works best for each team. To keep the development team aligned with the product strategy and goals, I hold regular meetings and share the product roadmap. I also encourage open discussions, provide quick responses to questions, and connect individual tasks to the broader product vision, keeping everyone motivated and on the same page.
— Which product management methodology do you follow most often?
— I take a flexible approach to product management, adapting my methods based on the specific needs, constraints, and objectives of each project. No single methodology fits all situations, so I assess each project's requirements before selecting the most effective approach.
Most often, I rely on Agile methodologies—particularly Scrum and Kanban—because they provide flexibility, adaptability, and opportunities for continuous improvement. This is particularly important in fast-changing environments like SaaS and e-commerce solutions.
However, I don't limit myself to Agile. For projects that require strict regulatory compliance—such as fintech solutions integrating with RBI-approved credit bureaus—a Waterfall approach is often the more suitable choice. It ensures thorough documentation, approvals, and a clear, step-by-step execution process.
I also use hybrid models when needed, combining structured planning from Waterfall with Agile's iterative execution. This approach is particularly effective for ERP implementations or complex projects with a mix of fixed and evolving requirements.
Ultimately, my approach depends on the project's complexity, regulatory requirements, and business objectives, making sure we stay efficient while delivering the best possible results.
— Your first degree is related to databases, specifically SQL programming. Has this knowledge been useful in your work as a product manager?
— Yes, working with data is often crucial in this role, and at times, it helps in making strategically important business decisions. A great example of this was during the launch of an MVP for Arman Financial Services.
Arman Finance is a fintech company specializing in transportation loans, particularly financing the purchase of mopeds and motorcycles in India. My team was tasked with optimizing operations, improving customer service quality, and streamlining financial data management.
During the project, I noticed a high number of users dropping off at the loan application review stage. Analyzing customer data revealed a key issue: the approval process took anywhere from several hours to multiple days due to manual borrower assessments. Through usability testing and user interviews, we discovered that this delay led many applicants to seek alternatives, often abandoning their applications even after receiving approval.
Based on this insight, my team and I developed an MVP for a new system, prioritizing the integration of Highmark and Equifax APIs. This allowed for real-time creditworthiness checks, automating a previously manual process. As a result, we eliminated unnecessary steps and made the loan application process more seamless.
The impact was immediate and measurable: application drop-off rates decreased by 30%, and customer satisfaction scores doubled. This experience reinforced my belief in the power of data-driven decision-making, cross-functional collaboration, and user-centered design. By using data to pinpoint inefficiencies and build targeted solutions, we were able to achieve both business growth and an improved customer experience.
— What approach do you use for collecting and processing user feedback?
— There are many ways to gather and analyze user feedback, but I rely on two primary methods: direct user interviews and usability testing, as well as customer support analysis.
The first method involves conducting one-on-one interviews with end users, which helps uncover deeper needs and usability challenges. Meanwhile, analyzing support tickets allows us to identify recurring issues and pain points efficiently.
Other options on the market include surveys, in-app feedback forms, chat-based support, social media monitoring, and analytics tools. While all these methods provide valuable insights, I believe that direct interaction and support analysis yield the most actionable findings for meaningful improvements.
— How do you stay up to date in the fast-evolving field of product management?
— I regularly take online courses on specific methodologies and emerging technologies to deepen my expertise, ensuring that I stay current with best practices and industry standards. I also follow leading product management blogs, case studies, and research papers to keep track of trends, challenges, and innovative solutions. Also, just a month ago, I earned a Scrum Master certification from ScrumAlliance, further strengthening my product management skills.
Participating in conferences is another key part of my learning process—both as an attendee and a speaker. I also engage with fellow product managers through professional communities, networking groups, and forums, where we discuss real-world challenges and share insights.
Beyond that, I actively apply new tools, frameworks, and methodologies in my projects to test their effectiveness in practice. Keeping an eye on emerging trends, like AI-driven product management and advancements in Agile methodologies, helps me anticipate changes in the industry and adapt accordingly.
— What skills or technologies do you think will be most important for product managers in the coming years?
— Looking ahead, I think product managers will need to be well-versed in AI and machine learning, data analytics tools like SQL and Power BI, and cutting-edge technologies such as IoT and AR.
More than ever, a strong customer focus, technical know-how (like APIs and software development), and strategic thinking will be critical for keeping products in sync with market trends. Staying adaptable and committed to continuous learning will be the key to staying ahead of the curve.
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