“It’s hard to recommend between A and B without sounding biased. They can both be great options; the devil’s in the details. I will not recommend C, however”. This was an actual conclusion I shared in a recent scenario planning exercise as part of my job. This happens more often than not when we’re trying to make tough business decisions. The answer is often unclear, and it’s not an easy “black-or-white” choice. Instead, you’re left with two seemingly acceptable options. Neither is perfect, so it’s unclear which is definitively better. You do know what not to do; that part is often straightforward. The struggle is

I am not one to shy away from starting afresh, reinventing myself, or diving into entirely new spaces. Over the past few years, I have worked in sales, program management, product marketing, product management, and strategy and operations. When I started my product management rotation two years ago, I didn’t understand most of the technical jargon in the first two months. That didn’t faze me at all. Or maybe it did a little. I studied hard and took time to learn about the product and the users. I quickly became a subject matter expert and ended up landing fixes and features that drove tremendous impact