Abhishek Madan

• Possibly — mixed tenure shape → likely comfortable moving between companies and contexts, adapts quickly to new environments rather than embedding deeply in one culture for decades.
• Operator role type → focused on execution and shipping within a structured organisation, not primarily on fundraising or external narrative.
• No public writing signal → probably not building a personal brand; energy goes into internal output rather than external commentary.
• VP of Product at Paytm, a high-scale consumer fintech → accustomed to working with data at massive volume and decisions that affect a large user base, likely data-driven in prioritisation.

Openers

• Open on UPI's dominance in India's payments stack — as a VP of Product at Paytm, Abhishek sits right at the centre of that shift, and it's a concrete, specific entry point rather than generic fintech small talk.
• Reference Paytm's navigation of the RBI regulatory actions in 2024 — it was one of the most significant events in Indian fintech and his product role would have been directly in the middle of it.
• Lead with the challenge of building consumer product at Paytm's scale in India — hundreds of millions of users across wildly varied connectivity, device, and literacy contexts is a genuinely hard product problem.

Discovery questions

1. How does prioritisation actually work at Paytm's scale — when you're serving hundreds of millions of users across payments, lending, and commerce, how do you decide what to build next?
2. What's changed most about the product job at Paytm over the last two years, given the regulatory and competitive pressures the company has been navigating?
3. How do you think about the tension between Paytm's super-app ambitions and the focused, single-job-to-be-done products that tend to win in consumer fintech?