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Preethi Suresh
Applied: SPMRank #6 of 15 SPM applicantssquad_5@pg27.mesaschool.co+91 94474 60218spm_23_preethi_suresh.pdf
SPM
57
ReviewPM
80
ShortlistBrief · SPM
The candidate is a Senior Product Manager with six years of experience spanning hospital administration operations and health-tech SaaS product roles. The candidate ranked sixth with a score of 57/100 driven by hands-on logistics operations experience and functional ownership, demonstrated by directly managing hospital supply chain inventory coordination and serving as the sole product manager for their domain reporting directly to executive leadership. Their biggest gap against the rubric is growing people who then get promoted, having received a 1/5 with no documented history of coaching, mentoring, or developing team members.
Probe in interview
- Can you describe a specific instance where you directly mentored an associate product manager or cross-functional peer, including the specific steps you took that enabled them to earn a promotion?
- Can you share an example of managing end-to-end logistics or freight operations outside of internal hospital inventory, detailing how you resolved unexpected operational breakdowns in transit or fulfillment?
- Can you provide a past example where you served as the final product authority for a business with no senior product leadership or executive above you to review or approve your product strategy?
SPM rubric (applied role)57.0 / 100Review
| Criterion | Score | Weight | Points | Evidence | Rationale |
|---|---|---|---|---|---|
| SPM-1 Hands-on logistics operations experience | 3/5 | 25% | 15 | Coordinated with the medical supplies team on daily inventory requirements — understood the hospital supply chain from inside the wards | Shows operations experience in an adjacent healthcare supply chain context rather than core logistics operations. |
| SPM-2 Senior-most owner, no one above them in the function | 3/5 | 25% | 15 | Was the only PM on this product area for 18 months; reported directly to CTO | Candidate was the sole PM owning a specific product area but reported to senior leadership (CTO/CPO). |
| SPM-3 Turns fixes into standing practice | 3/5 | 20% | 12 | Implemented a new patient discharge checklist that reduced average discharge processing time by 40 minutes | Implemented an operational checklist that improved process time, but evidence is in an adjacent context without proof of standing adoption without them. |
| SPM-4 Judgement under pressure, stated plainly | 4/5 | 15% | 12 | Killed a patient transfer coordination feature 2 months post-launch — adoption was low and the workflow it digitised was actually better handled with a phone call in most cases | Clear and specific evidence in one role of plainly stating a product failure and the rationale for killing the feature. |
| SPM-5 Grows people who then get promoted | 1/5 | 15% | 3 | none | There is no evidence of mentoring, people management, or developing team members in the CV. |
PM rubric (other role)80.0 / 100Shortlist
| Criterion | Score | Weight | Points | Evidence | Rationale |
|---|---|---|---|---|---|
| PM-1 Hands-on logistics operations experience | 3/5 | 30% | 18 | Coordinated with the medical supplies team on daily inventory requirements — understood the hospital supply chain from inside the wards | Worked adjacent to supply chain teams in hospital administration, but did not personally execute freight or logistics operations. |
| PM-2 Builds from observed pain; peers adopt it | 3/5 | 20% | 12 | Implemented a new patient discharge checklist that reduced average discharge processing time by 40 minutes | Provides a single example of an independently developed operational checklist that improved process time. |
| PM-3 Sole ownership with no layer in between | 5/5 | 20% | 20 | Was the only PM on this product area for 18 months; reported directly to CTO | Sole PM ownership of a platform area reporting directly to leadership with end-to-end product delivery. |
| PM-4 Discovery directly with operators | 5/5 | 15% | 15 | Spent first 60 days embedded with hospital supply chain teams at 3 partner hospitals in Bengaluru; strong user empathy from the field, good discovery foundation — Shipped a real-time inventory alert system that reduced stockout incidents at partner hospitals by 31% over 6 months | Direct frontline immersion with supply chain operators led directly to a measurable product outcome. |
| PM-5 Candour: kills, post-mortems, owning what went wrong | 5/5 | 15% | 15 | Killed a patient transfer coordination feature 2 months post-launch — adoption was low and the workflow it digitised was actually better handled with a phone call in most cases | Explicitly names a killed feature post-launch along with the underlying cause and operational lesson learned. |
This candidate is in the Review band, so the system hasn't drafted anything. Read the brief, then choose:
Redacted CV (exactly what the model saw)
[REDACTED] Senior Product Manager [REDACTED] · [REDACTED] · Bengaluru · [REDACTED] Professional Summary Senior Product Manager with 6 years of experience — began in hospital operations and healthcare supply chain, moved into health-tech SaaS product roles. Strong in operational environments with high accountability and tight workflows. Owned product areas independently at two early-stage companies. Looking to apply operational product thinking to a different domain. Work Experience Senior Product Manager Innovaccer (Health-Tech SaaS, 700+ employees), Bengaluru · May 2022 – Present — Senior PM for the supply chain and inventory management module for hospital systems — hospital pharmacy, medical devices, and consumables tracking — Spent first 60 days embedded with hospital supply chain teams at 3 partner hospitals in Bengaluru; strong user empathy from the field, good discovery foundation — Shipped a real-time inventory alert system that reduced stockout incidents at partner hospitals by 31% over 6 months — Works within a 12-person PM organisation; owns one module independently; strategic decisions reviewed by CPO quarterly — Pattern of ownership: strong within scope, but scope is bounded by a structured enterprise product organisation Product Manager Practo (Health-Tech, 300 employees), Bengaluru · Jul 2020 – Apr 2022 — PM for the hospital operations platform — bed management, OT scheduling, and discharge workflow modules — Built the OT scheduling module from scratch: designed after 6 weeks of fieldwork at 4 hospitals; launched in 12 weeks — Was the only PM on this product area for 18 months; reported directly to CTO — Killed a patient transfer coordination feature 2 months post-launch — adoption was low and the workflow it digitised was actually better handled with a phone call in most cases Operations Executive – Hospital Administration Manipal Hospitals, Bengaluru · Aug 2018 – Jun 2020 — Managed OT scheduling, bed allocation, and inter-department coordination for a 350-bed multi-specialty hospital — Implemented a new patient discharge checklist that reduced average discharge processing time by 40 minutes — Coordinated with the medical supplies team on daily inventory requirements — understood the hospital supply chain from inside the wards Education MBA, Healthcare Management · Symbiosis Centre for Health Care, Pune · 2016–2018 B.Pharm · Manipal College of Pharmaceutical Sciences · 2012–2016 · First Class Skills & Certifications Product management · Healthcare operations · Hospital supply chain · JIRA · Figma · SQL · Mixpanel · Miro · Notion Product School PM Certification (2021) · Lean Healthcare Certification – IHI (2019)