Manish Agarwal

Applied: SPMRank #7 of 15 SPM applicantssquad_4@pg27.mesaschool.co+91 97652 31089spm_22_manish_agarwal.pdf

SPM

Below the line

Review

SPM rubric (applied role)54.0 / 100Below the line

Criterion	Score	Weight	Points	Evidence	Rationale
SPM-1 Hands-on logistics operations experience	3/5	25%	15	Coordinated with logistics team on inbound material scheduling — understanding how materials reached the plant floor	Worked closely with logistics teams during manufacturing operations but did not hold a direct logistics role.
SPM-2 Senior-most owner, no one above them in the function	3/5	25%	15	owns this module with a VP Product above reviewing key roadmap decisions quarterly	Sole owner of the visibility and scheduling modules but has a VP of Product reviewing roadmap decisions above them.
SPM-3 Turns fixes into standing practice	3/5	20%	12	Led a 4-month downtime reduction project: root-caused top breakdown causes, revised PM schedule, reduced machine downtime by 18%	Turned root-cause findings into a revised maintenance schedule in an adjacent ops role, but adoption without them is not documented.
SPM-4 Judgement under pressure, stated plainly	1/5	15%	3	none	Presents a standard narrative without naming specific hard calls, failures, or decisions made under pressure.
SPM-5 Grows people who then get promoted	3/5	15%	9	Manages a junior PM	Directly manages a junior PM, but names no promotion outcome or growth timeline.

PM rubric (other role)55.0 / 100Review

Criterion	Score	Weight	Points	Evidence	Rationale
PM-1 Hands-on logistics operations experience	3/5	30%	18	Coordinated with logistics team on inbound material scheduling — understanding how materials reached the plant floor	Worked closely with logistics teams during plant operations rather than personally executing freight or logistics operations.
PM-2 Builds from observed pain; peers adopt it	1/5	20%	4	none	Only assigned product management and engineering responsibilities are described with no self-started tools adopted by peers.
PM-3 Sole ownership with no layer in between	3/5	20%	12	owns this module with a VP Product above reviewing key roadmap decisions quarterly	Owned modules and features within a larger team under the direction of a VP of Product.
PM-4 Discovery directly with operators	4/5	15%	12	Led the design of a supplier integration feature after spending 3 days at a Tier-2 auto component plant understanding how supplier delivery schedules are tracked manually	Clear evidence of conducting discovery directly on-site with frontline plant operators, though lacking quantified product outcome metrics.
PM-5 Candour: kills, post-mortems, owning what went wrong	3/5	15%	9	Led a 4-month downtime reduction project: root-caused top breakdown causes, revised PM schedule, reduced machine downtime by 18%	Details diagnosing and fixing operational breakdowns and notes delivery speed limitations, but does not name an explicit personal failure, kill, or outage.

Rejection draft

draft

SubjectBody ([NAME] is replaced with the candidate's name when sent)

Redacted CV (exactly what the model saw)

[REDACTED]
Senior Product Manager
[REDACTED] · [REDACTED] · Delhi NCR · [REDACTED]
Professional Summary
Product Manager with 6 years of experience — 2 years in manufacturing plant operations followed by 4 years in
industrial IoT and supply chain SaaS product management. Strong operational foundation from the plant floor; now
applying it to building software for manufacturing and supply chain teams. Work best when close to the problem
and the people experiencing it.
Work Experience
Senior Product Manager
Altizon Systems (Industrial IoT & Manufacturing SaaS, 200 employees), Pune · Jan 2022 – Present
— Senior PM for the supply chain visibility and production scheduling modules — 60+ manufacturing clients across
automotive, electronics, and FMCG sectors
— Led the design of a supplier integration feature after spending 3 days at a Tier-2 auto component plant
understanding how supplier delivery schedules are tracked manually — good discovery foundation, feature took 8
months from concept to launch
— Manages a junior PM; owns this module with a VP Product above reviewing key roadmap decisions quarterly
— Annual planning cycle driven by enterprise contracts and customer advisory board inputs; rapid iteration difficult
given 6–8 month release cadences
— Strong at technical requirement writing, manufacturing domain understanding, and large stakeholder management;
less exposure to short-cycle iteration and independent go/no-go calls
Product Manager
Altizon Systems, Pune · Sep 2020 – Dec 2021
— PM for the machine connectivity and OEE (Overall Equipment Effectiveness) dashboard product
— Shipped a new alerting engine for production line exceptions; designed after on-site visits at 3 client plants
— Worked directly with plant engineers and production managers on requirements — stronger on domain
understanding than on speed of delivery
Production Engineer
Bharat Forge Ltd. (Auto Components, 5000+ employees), Pune · Jul 2018 – Aug 2020
— Managed precision forging line operations — planning, quality, and shift supervision across 2 production lines
— Led a 4-month downtime reduction project: root-caused top breakdown causes, revised PM schedule, reduced
machine downtime by 18%
— Coordinated with logistics team on inbound material scheduling — understanding how materials reached the plant
floor
Education
B.Tech, Mechanical Engineering · NIT Jaipur · 2014–2018 · CGPA 8.1/10
Skills & Certifications
Product management · Industrial IoT · Manufacturing operations · Supply chain planning · JIRA · Confluence · SQL ·
Figma · SAP MM
Certified Lean Six Sigma Black Belt (2020) · Product-Led Growth – OpenView (2023)