Sivasubramanian B.

Group Product Manager | Ex-VC & Founder | I build products that raise capital and win users

Most products don't fail because the technology doesn't work. They fail because no one defined the right thing to build, in the right order, for the right user, and couldn't prove it to the people writing checks. That's the gap I close.

I'm a product manager with 8+ years spanning venture capital, startups, and hands-on product execution. I've shipped 300+ features and worked on products that have collectively raised $50M+ from world-class investors including Y Combinator, Techstars, SV Angel, Google for Startups, Antler, and Lux Capital.

I've also been a founder myself; I raised $1M for my own startups and pitched in Silicon Valley, New York, and London, so I understand the pressure of building with limited runway and a board watching every metric.

Why founders hire me:

The thing that sets my product work apart is perspective. I've sat on all three sides of the table: as an investor evaluating startups, as a founder raising and building, and as the product leader shipping the roadmap. As an NYU Stern graduate from one of the world's top venture programs and an active angel investor, I build products that don't just function; they tell a story investors believe in, and users actually adopt. Every roadmap I write is designed to move the metrics that matter for your next round.

How I work:

I own product end to end, or plug into your team wherever the gaps are:

1. Discovery & strategy. I start with the market, the user, and the business model; not the feature list. I run customer and competitor research, pressure-test assumptions, and define the problem clearly before a single spec gets written. This is where most of the leverage lives.
2. Roadmap & prioritization. I turn your vision into a sequenced, defensible roadmap. I prioritize ruthlessly using impact-versus-effort tradeoffs, tie every initiative to a metric, and make sure engineering is always building the highest-leverage thing next, not the loudest request in the room.
3. Execution & delivery. I write clear PRDs and specs, break work into shippable increments, run the sprint cadence, and keep design, engineering, and leadership aligned. I've operated as fractional CTO and Head of Product, so I can speak the language of engineers and translate it back into business outcomes for founders and investors.
4. Investor-readiness. Because I came up through VC, I build the product narrative in parallel with the product itself. When it's time to raise, your roadmap, your metrics, and your story already line up, no scramble, no retrofitting.