What we talked about
Kadamb Goswami: In this conversation, Kadamb traces a personal and professional journey shaped by resourcefulness, resilience, and a relentless focus on building things that tangibly help people. Growing up in a small Indian town, he watched his father:an educator:create low-resource systems so students could learn better. That early example of “impact through intent” led Kadamb to build a simple library tool in college and even assemble his own PC, seeding a lifelong bias for practical problem-solving.
Show notes
Kadamb Goswami once proposed an AI-powered financial reconciliation platform at Amazon and was told no, leadership judged that the risk was too high when even a one-percent error rate could affect billions of dollars. Instead of walking away, he rebuilt the vision around trust: running proof-of-concepts, bringing real data back to leadership, and launching with a select group of pilot customers so the team could course-correct in real time. That reimagined initiative became a CXO-level program called Esteem, scaled globally, and resulted in a patent filing.
What we covered
- Kadamb grew up watching his father, a teacher in a small Indian town, build learning systems with almost no resources, that early lesson that real impact is about intent and adaptability, not scale or budget, became the foundation of how he approaches product work twenty years later.
- His move from Microsoft India to Microsoft’s Redmond headquarters was driven by a personal need: his son required specialized medical treatment available in the US. Over ten years at Microsoft, he absorbed what he calls “the art of building the ecosystem,” learning to think about how changes ripple across 700,000 partners and millions of customers.
- At SAP he learned what he describes as customer empathy at enterprise scale, how to take genuinely complex software and make it simpler for people whose jobs depend on it, which is a different discipline from building consumer products.
- He tested those accumulated skills at Amazon, which he describes as a framework-driven company where decisions are made through written documents and leadership principles. The structured rigor forced him to sharpen how he presented ideas and proved their value.
- His best mentors never handed him answers. When he brought them a problem, constraints, cross-functional conflict, leadership concerns, they asked questions that made him uncomfortable in the best way, helping him see his own blind spots and convert growth areas into strengths. He contrasts this with leaders who manage through fear or control, where the result is compliance rather than creativity.
- He is now mentoring high school students on his son’s robotics and debate teams, focused not on grades but on portable skills: how to work with others, how to be accountable, and how to think about learning as something you carry across every domain and continent.
About Kadamb
Kadamb Goswami is a product leader with 20 years of experience across Microsoft, SAP, and Amazon, where he currently leads an AI-powered solution that automates accounting reconciliation at large scale. He is trained at Wharton’s General Management Program and Villanova University, and has worked across SaaS, e-commerce, fintech, and generative AI.
- LinkedIn: http://www.linkedin.com/in/kadambg
- Website: https://www.amazon.com
Episode 72 of the PreVetted Podcast.
Full transcript
Federico Ramallo (00:00) Welcome back to the PreVetted Podcast where we spotlight extraordinary people and remarkable talent reshaping our world. Our guest today is Kadamb Goswami. He’s a product leader with 20 years of experience across Microsoft, SAP, and Amazon, building enterprise scale platforms in SaaS, YAS, e-commerce, fintech, and gen AI.
At Amazon, he leads an AI power solution that streamlines the accounting, booking life cycle and automates reconciliation for large scale operations. Earlier at SAP, he led product management for SAP commerce, cloud, hybrids to build B2B e-commerce experience and drove SMB monetization strategy. At Microsoft, he helped launch Azure programs and partner enabling that scale globally.
He’s also trained at Wharton’s General Management Program and completed Project Management Studies at Villanova University. Kadamb, welcome to the show.
Kadamb Goswami (01:05) Thank you, Federico. Pleasure to be here.
Federico Ramallo (01:07) Thank you for joining us today. So what is the earliest moment you remember thinking, I want to build things that matter?
Kadamb Goswami (01:13) I think it takes back to me when I was growing up and I grew up in India and I think it started long before I knew that what product management even was and if I think back like my father he was a teacher he used to build systems to help students learn better often with almost no resources
Imagine a town, a small town with limited resources, not modern or advanced, and then you are scaling that how you can make impact in the community with the resources available to you. So watching my dad, it taught me that real impact is about intent. It’s not always about the scale, it’s about how you are…
solving the problem. So problem solving is very important. Adaptability is important here. This is something which I learned in the beginning when my father with a different economic background of the students when he was teaching it to them. So that’s where the adaptability comes different way of learning things. Again adaptability part how you are solving the problem for the individuals. All those things I learned while I was growing up with him. First time I personally felt it was
In my college, when I built a simple tool, I was doing computer science engineering and built a simple tool for our local library systems. Seeing it make their workday for those library people became so easier. It was not manual. It became addictive. Like, yes, you can make the impact by making a few small changes.
I also remember the first time when I built the computer it was a PC with 16 gigabytes of hard drive now I know like even if you take the phones which are much advanced than the computer which I built so I assembled every single part from microprocessor to motherboard to hard drives to modem and everything together those were the things when I was thinking okay these are things I can build it together which can really make the impact
From then on, I have changed that feeling that building things that makes life tangibly better for someone else. And equally, we all need to help each other to elevate the life of the individuals. If it is through software or our product, that could be it.
Federico Ramallo (03:34) I think that the hardship, the challenges that we face, especially when growing up, is what help us set our capacity to adapt in the future. And no matter where you’re coming from, you have a lot of opportunities to take those limitations and trade-offs and being able to
to
turn them into learning opportunities, right? Yeah, I come, as I was talking earlier, I come from Argentina, I was born in Argentina, and my first computer, I had to put it together with parts from, so I was fixing computers for a living at one point, right? So I basically was taking pieces of,
computers that were not working that were going to be thrown away, and I would take business to put together a computer. I didn’t have enough money to buy a case, so my computer for a while was on a table full with cables and all that stuff, and it worked, right? Yeah, and I think, you know, at that time you kind of, you know, I don’t know if resent is the word, but you know, it’s like, oh, why do I have to go through this challenging situation and whatnot?
Kadamb Goswami (04:28) Absolutely.
Federico Ramallo (04:41) But now I look at that with, you know, fonts, know, with appreciation because, you know, when you go through all, through those challenges and you achieve things, then you value the things you achieve and the places you go because you know where you’re coming from, right? So.
Kadamb Goswami (04:59) certainly.
Federico Ramallo (04:59) So what was your first real break in tech? And can you us a story of how the door was opened for you?
Kadamb Goswami (05:08) I think I’ve been fortunate here. We all…
all have, I believe in this, that we all are smart, we all have some good skills, but it is all about, I believe in faith, so it’s all about the time when God gives you an opportunity, and fortunately for me, I was doing my engineering, and after engineering, I was applying in multiple tech companies all together.
just out of the college, I applied for Microsoft along with many other companies as well. Fortunately, my writing test, so initially you need to write a test which is two, three hours test, they do analytical and many other skill sets to ensure like you have those basic qualifications met before even you can qualify for the interview. So I did the test, got cleared and then it was a long interview.
So I think I’ve been fortunate here to get the first job in tech itself and that was with one of the greater companies, Microsoft, back in India. I joined it there.
Federico Ramallo (06:10) Amazing, amazing. So you join Microsoft in India and then eventually you move to the States,
Kadamb Goswami (06:16) Correct,
I joined Microsoft in India. I was there for almost about two years. And then I got an opportunity from Microsoft Redmond here in Washington. I moved to United States with Microsoft at the time.
Federico Ramallo (06:29) Right, right, amazing. was talking about earlier how I joined Microsoft when I was 16. And my boss did that transfer from Argentina to Spain. And he did a great timing because right after he left, Argentina went to an economic crisis and then…
Basically, all our salaries of everybody on the team was one third in dollars. And from there went down spiral, the whole Argentinian economy.
which is an interesting story by itself. anyway, he did great. And then he came back to visit us a few years later, and then he was earning euros. So he did a remarkable transfer of right timing, because after that, everybody wanted to transfer and they couldn’t. So yeah.
Kadamb Goswami (07:21) No, I think you’re right. When I reflect back and when I meet with many other individuals, what I find is it’s about being at the right place at the right time. And of course you need to continuously learn, especially when you are in the tech or high tech industry, but getting that first break is very important. And I believe in…
you are helping me I’m helping someone else and we need to keep passing this this rhythm then only we can really help it’s not that you or I have the unique skills which other people in Argentina or India or US do not have it they do it’s all about the opportunity which they need to get it and
The way if we feel like we are fortunate and we get that opportunity or break, it could be through mentor, it could be, I wrote the test and I got cleared. Yes, you know what, but at that time there was a demand.
Federico Ramallo (08:11) you
Kadamb Goswami (08:14) and you were one of the good ones. So yes, you got it. But how can you help others? So that’s why it is very important. So when you were talking about the gentleman from Argentina and of course the economy went down and Europe, it’s all the ecosystem and we need to help each other about and need to make the right decisions.
Federico Ramallo (08:32) Right, the way that I see it is we work hard towards developing skills, developing the right work culture, the right way of thinking. And then there is a component of luck. And as you said, it’s being in the right place at the right time.
The luck is the way that I describe it, you we’re talking about football early, but is this analogy of, you know, somebody sends you the ball and you’re right next to the corner of your other team, right? So then you go and you make a goal, you know, and everybody celebrates. But the lucky moment is that somebody threw the ball right at you at right that moment, right? And that you were there, right? But then the effort is what do you do with that opportunity, right?
Kadamb Goswami (09:11) literally.
Federico Ramallo (09:17) So you practice, practice, practice, practice to make that goal, right? For that, you know, very unlike opportunity that happens, right? Or very low probability that could happen. And then when it happens, boom, you make a goal and everybody cheers, right? So that’s what I’m trying to convey that there is this effort of preparedness. So when the situation happens, then, you you strike.
and you make a win.
And then it looks so easy, you it’s like, it happened so easy, you Yes, yes.
Kadamb Goswami (09:48) Yes.
because we just see
the time and that individual is getting past and just making it the goal. But there’s a lot of work behind the scene that as you rightly mentioned the practice, practice, practice, making sure that you are reaching it that or you are anticipating that the past may come there and you are making goal. So of course there are a lot of back behind the scenes stories which we should be aware about as well. So again, my point here is it’s not just luck.
that yes, that person was lucky and he was standing next to the goal post and the pass came and he made the goal. But yes, other than luck, it’s all about the hard work and the practice that individual did, even to sharpen his skills as soon as he gets the pass and defending and making the goal on the other side. of course, it’s good equilibrium on both sides.
Federico Ramallo (10:41) Yes, yes. So we were talking that you move across companies, across domains, across continents, right? So what personal motive drove each move, learning impact people or something else?
Kadamb Goswami (10:54) It’s a great question. It’s a fundamental question. First…
As I mentioned, I joined Microsoft back in India and two years I moved from Microsoft India to Microsoft US. It was a personal motive for me. My son was born and he needed some special medical treatment and US was the country which can provide or which could provide those medical treatment and infrastructure. So that was the personal motivation for me to get and provide the best quality.
treatment and support to my son. But I was with Microsoft for about 10 years and I learned the art of building the ecosystem. It not only helped me grow as an individual thinking
that when you are working in a company like Microsoft, you learn a lot. You think about, it’s a partner ecosystem, 700,000 different partners. think millions of customers are using the software in a different way. So it gives you that exposure that when you are building the system, it is all about the ecosystem. It is going to make an impact on every individual. So you need to be really careful about what changes you are making, how you are making simple for the user so that the user
experience is better you are not only developing of course it is a software company you are not only developing for the for the hardcore technicians or partners but it is also about that individual so someone sitting in Argentina as you mentioned earlier about your mom if she needs to send an email to you we need to make the windows as easy as possible I worked with Windows team and then of course when you are writing a mail the messaging system it used to be exchange server you make it so simple that they do not get it so that is something I learned
in Microsoft At SAP my personal motive here was again, it was motivated by my curiosity and learning it in SAP I learned customer empathy and How software meets business it was a different ballgame altogether. It was primarily targeting the enterprise audience and This is where you understand the complexity and ambiguity and how can you make that complex thing simpler?
is something I learned at an SAP and at Amazon I wanted to test those skills at scale that whatever I have learned it in Microsoft and SAP. Amazon is a framework driven company which works based on the leadership principles it has very
It has defined mechanisms at work and it was an opportunity for me to learn those new skills at scale, but at the same time leverage what I learned it in Microsoft and SAP. So it was a good amalgamation. Here I got the opportunity lead AI driven finance automation that’s been across multiple VP orgs. So again, the whole idea of Amazon and then going towards the AI part is
about how can I continuously learn something and how can I leverage something which I have already built it. So that was the motive across all these companies when I moved across continents and companies.
Federico Ramallo (13:54) Amazing, such an amazing journey, right? I find interesting when you work on a different organization, how there’s so many nuances in the culture that you have to learn and navigate through, right? And I can say one…
is right or others are wrong. I think they’re different in their own ways, right? But learning how people interact together so you can achieve the mission that you were set upon in the organization in an effective way, I think that’s an interesting challenge by itself.
Kadamb Goswami (14:29) You’re right, Federico, and I think if I…
put it in a nutshell across all these three companies I have worked. I think it is very important for every individual, doesn’t matter whether they are in tech or non-tech world, they need to be a team player. They need to know how to work cross-functionally, cross-collaboration. You are working with the multiple sets of team members. So you need to know that. You need to know your customers very well, that why are you developing something? What problem you are solving it for the customers?
So of course customer centricity and working in the team is very very important from individual perspective you need to continuously enhance your learnings that’s where the adaptability comes into the mind.
Federico Ramallo (15:10) Right, yeah, and it’s a balance. As I was talking before, when I do, when I…
when I build my engineering teams for my clients, one of things that I work on doing is building these social contracts with all the different roles to make sure that the engineering team works efficiently, but also, which is easy to say, but took me a while to figure it out, is what we’re building is to deliver value to the user, right? So, you know, understanding that
That puts my work in a high level purpose where, know, when on the engineering side I’m talking with a product owner, I’m…
I’m trying to work towards, how can we both deliver more value to the user, right? And then how can we improve that communication, right? If we get clear requirements, then we don’t have to go back and forth. We can optimize that communication, right? And the engineering team can work faster and can do more, deliver with more predictability because they don’t have external dependencies, right?
And that’s on the, know, on walking faster, if you like, right? But then the other part is thinking about what we’re working, right? What we’re building, basically understanding the direction, making sure that we’re working in the right direction, right? And understanding the why’s. Why does this is important for the user, right? Which sometimes the product owner…
can articulate it, sometimes the proctoner might not. So asking more questions to make sure that we’re on the same page on that sense, right? Because then what we’re able to do is, which I find fascinating, is balancing out how much of the automated test we should build based on a better understanding of the value to the user, right?
Yeah, so anyway, I apologize, went a little bit on the technical side, but yeah.
Kadamb Goswami (17:09) No, I think that
was spot on. I’ll just take 10 seconds here. The phrase I caught when you were talking about was when you build your team, Federico, that purpose-driven, whether you are a purpose-driven leadership or purpose-driven approach when you are implementing or developing a solution, very important. What is the purpose? Who is…
even from a customer perspective, you know, like, okay, this is where they will will leverage my product. When you are working with a product owner or product owner is working with engineering, why are you developing this so that engineering could understand the nuances behind not only what they are developing, but why are they developing. And as a purpose driven leader, you know, like how you can make that balance within the team so that you are giving opportunity to your employees so that they can experiment. They can if they need to fail, they fail and they fail.
but you are giving that empowerment to them so that they can develop those things.
Federico Ramallo (18:02) I think you put it very eloquently, yeah. Another component that I was thinking about is that because we are a small cog in a big machine, it’s very easy to lose this purpose, because we don’t see the client, we don’t see the user. It’s so many layers in between.
that the information that we get is so processed that we kind of lose touch that there’s a human on the other side, right? So once we understand that there are humans on the other side, that we are changing their lives, maybe a little bit, maybe a lot, but through the products we are facilitating their lives or making it better, then…
that higher purpose becomes more evident and that becomes a stronger motivator to do better.
So I wanted to ask you another question. Tell us about a no that changed your career more than any yes.
Kadamb Goswami (19:00) That’s a good question.
think about Federico again I’m biased by the timelines here because this is the recent project I’m doing and I can talk about this as a story in Amazon as I mentioned earlier like it is a framework driven company in our operational processes we have to write a lot of documents and one of the
One of the questions in those documents were about that, are your disruptive ideas? And I once paged an AI powered financial reconciliation platform at Amazon. That was my disruptive idea.
Leadership’s team said no because they felt it wasn’t ready. The risk was too high because even a 1 % can make Difference in say billion. So it’s a it’s a huge scale. So and again AI if you think if you go back a year and a half or two years ago, it was not as advanced or as Adopted as it is today So it is making a lot of progress. But again earlier two years ago it was more about the machine learning that how you are bringing the concepts of
those and using the generate and then eventually generative AI in the financial processes and financial processes are the mission critical applications so it is always risky but that no force me to rebuild the vision about trust and extensibility
Like how can we number one how can I get more data and can prove that yes this idea could work and how can we leverage how can we build the trust and trust is both ways within the engineering and the leadership team but also from a customer point of view that they will trust about the solution which you are building for the mission critical applications. So it was just not about automation or standardization it is about building those core components privacy security
trust latency and again we can go into the multiple parts of the technical part technical story but the whole idea here was that this no turned out to be one of the good or better rejection for me that helped me you re-imagine the version that
how can I bring more data? How can I run more proof of concepts and bring those data and the story to leadership that, we did the POC with a small set of select set of use cases and this is what we found. Similarly, the time when we launched this project, we went with the phased approach with the select set of pilot customers so that we can get the feedback in the real time that are they getting the value? Do they trust it? And we do the course correction
and navigation in the real time. So those were some of the learnings it gave me. I know like this no became yes and now this reimagined vision became the Esteem initiative in Amazon. Esteem is like a CXO level initiative. It scaled globally and even led to a patent filing. So that moment taught me that rejection isn’t about failure.
in your life at least in the tech world I’m just talking from a work perspective there will be multiple instances where you will get rejection. Rejections could come in multiple forms it could be your idea which is not being understood by the leaders the way you wanted to present it. Similarly when you are
in a state where you are looking for a new role or new company or new employer, interviewers you may get the rejection. So there are different categories of those rejections but to me those are not the failures, these are the early feedback. You need to reflect back on those feedback because sometimes these feedbacks should be considered in a way that it will help you reflect back
learn from those opportunities or those incidences and define or redefine your future telling your story and the story could be in sharpening your skills, making adjustments in your overall mental process or mental models, bringing more data to the stories, thinking more from a customer point of view when you are doing the go-to-market story strategies and all that. So again, I went a little longer here, but my whole idea of
conveying it to your viewers, Federico here is, that in the live there will be, in work life, you will hear no many, many times, but that is not the end of the story. You need to continuously learn from that and needs to reshape your story.
Federico Ramallo (23:08) Right, I think that, which goes back to what we talking before, right? I think that building that resilience allows you to push through the no’s until you get the yes, right? Telling the no to not yet, right?
Yeah, and I was thinking when you were describing using AI for a financial process, I was thinking, well, AI, we know AI hallucinates, that it’s a non-deterministic process and that…
on final financial processes want determination 100%, right? So that might have been a really interesting challenge to go through,
Kadamb Goswami (23:45) Yeah,
exactly. All right. You need to make it more deterministic so that that’s where the trust comes into the picture that hallucination you need to limit it. You need to have specific parameters depending on what you’re using. So yes, absolutely.
Federico Ramallo (24:00) I am working on that, on trusting the agents myself with Prevent it, as I told you before, where I don’t trust AI agent enough yet, right? But my trust is on the quality of the output, right? Do I trust the output, right? And that’s kind of what I’m trying to figure out, yeah.
Kadamb Goswami (24:21) Correct, absolutely. again, the…
AI and as you mentioned, a lot of these things are evolving and trust becomes the core component here, especially when you are using your rag or you are using different agent orchestrators or agents, you need to set the limits, you need to set the parameters in a way that it does not hallucinate, it does not go into the never ending loops where agent is calling another agent is calling agent another agent and then providing the output. So yes, lot of those things are evolving and we need to be more careful about how we are doing
in the tech design and architecture here.
Federico Ramallo (24:54) So can you share a story about mentors and anti-mentors and what specific behaviors did you copy or avoid?
Kadamb Goswami (25:01) about mentors and anti mentors okay I can talk about the mentors I think it is very important to get the mentor especially in these larger organizations where I have worked because because
Initially when you move to these organizations it is not only about that you need to deliver and deliver it fast but at the same time navigation becomes very hard. There are multiple teams and people and culture differences and others so you need to learn about
many of the fundamental things which your manager may or may not provide. New employee orientation or other trainings may or may not provide. So that’s why mentors are very important and my best mentors, when I think about them, they did not hand me the answers. Okay, for example, when I reached out to them and I said,
This is the project what I’m doing. This is where the constraints we have it. This is where the leadership or other cross functional concerns we have it. How should I move forward? What are the alternative ideas we have? Where can I improve and all that? They did not give me a readymade or spoon feeding answer. They asked questions that made me uncomfortable in the best way. So they helped me see my own blind spot and they built that conviction. So.
To me, mentors are someone who could really help you identify your…
gap areas or I will say growth areas and gives you enough tools so that you can convert those growth areas into your superpowers sometimes
we get blindsided by the way we think about our product, our customers, our mental model, and it’s very important to get that external loop, and sometimes those mentors could really help you in that way. So those were my experience with the best mentors.
Anti-mentors Federico, could you? Give me a little bit of context for example of what do you mean by anti-mentors?
Federico Ramallo (26:58) Yeah, I I,
I’ve seen a lot of mentors that has good intentions but doesn’t actually are effective on the mentorship, right? Or I’ve seen…
a that preach one thing and do another thing. So that inconsistency, mean, I think it is a similar relationship like a father and a son, where you have somebody with more experience, somebody with less experience, So, our kids learn by example, not by what we say. I believe something similar happens on the mentor and mentorship.
relationship, right? And it’s hard to see the difference when you are involved to that relationship because there is also a…
concept of adoration, I’ve seen, I had mentors that I adore, I would look up to them, right? So I would not see the mistakes that they would make, right? That could be anti-mentorship, right? ⁓ Yeah. So.
Kadamb Goswami (27:54) Absolutely.
Now you are right,
when you were talking about anti-mentors, when you explained, I can rethink about this part. And sometimes there are leaders in the organizations who led through fear or control. And this is very common irrespective of what level of company you go into, because people are people and you need to see, they…
Federico Ramallo (28:14) Right.
Kadamb Goswami (28:17) I think, Federico, in one of your examples you mentioned about purpose-driven leadership and how when you build your teams and test example you gave that how you are empowering your own team. That’s very important, but you will find like there are people who lead it through their own fear or their own control which they would like to have it. So from them, what I have learned that power without empathy
that creates compliances, the creativity. it is very important that we try to lead with clarity and trust. And I would rather people follow because they believe, not because they must. The point here is,
when you are choosing a mentor based on this mentor and mentor concepts you need to see what you really believe what you’re where you are really getting the qualities or the values which you care about the individual who can really help you grow
can help you identify your own passion, your own superpowers, can build your growth areas and gaps but not based on someone who has a good title or someone who has more power and you are just getting a mentee of that mentor because of that. That is to me may not be fruitful in the longer run.
Federico Ramallo (29:41) So my opinion on this evolved right through the years because at first I thought that the mentor had bad intention, right? But then eventually I evolved realizing that, well, not really. mean, the mentor could have good intention but still become an anti-mentor because of the behavior patterns, right? Without realizing that the person is doing that, right?
and it’s hard to do an introspection on themselves, right? And it’s hard as an mentee to speak up and tell, well, I see these issues, right? Because as an mentee, I’m coming from less experience, right? So they have less authority to speak up.
Yeah, but I realized, okay, if I detect this, I should find another mentor, as you said, right? Find a better mentor, right? Yes, yeah. Great, so we are running out of time, so I’ll wrap it up with one last question. Looking ahead, what problem do you want your career to stand for? What’s the next small step you’re taking towards it?
Kadamb Goswami (30:42) Stop.
Excellent question and I want my career to stand for human centered intelligence. That’s where the empathy comes into the picture, trust comes into the picture. Because we are talking about AI and my current project is focusing on the mission critically application. So I’m connecting it from that, that human centered intelligence that’s where they’re using AI to make enterprise systems more transparent, explainable, but more importantly ethical.
So I’m connecting the two dots here, Fredrico. One is about from a work perspective, the way the future is coming up more in the agent tech space. This is where we need to stand. I feel that my career should stand. But at the same time, the values which I have that matters that who am I developing it for? What problem I’m solving for? So that is very important that people remember
people if even if you ask someone that do they remember what happened in quarter one or or in X year the X quarter was red and what did you do from going from red to green no people remember that what did you do at that time how did you change from red to green so it is about the quality it is not about the data so I always want to
think about that when I look ahead that I continuously solve the problem for my customer I continuously go deep into those take the ownership and then of course this empathy is the most important part which I bring into my overall leadership or a product-driven culture
I think you also asked about the next small step. What I’m doing here is my son is in 10th grade. I am mentoring some high schoolers here in terms of the core concepts where actually they are developing some robot and
and some of the debate part, both separate skill sets. I’m volunteering and mentoring those kids in terms of learning about the core concepts of accountability.
And at the same time, I’m helping them realize that it’s not about grades.
It’s about what you are learning. So learning is very, important because these are the portable skills which you can grow. At the same time, whether you do robotics or you do debate or you do some other sports activities, it’s all about how you are working with others. So that’s the team culture. No matter where you go, which domain or industry or continent you go to, you need to work with people. So you need to know how you could work it all together. So those are the few things I am working with my son’s
school team because the next decade if you think about
AI will continue to evolve the way it is coming up, robotics will continue to evolve, trust will become the ultimate feature and we all need to help each other in terms of bringing the true culture of empathy, just not thinking about, here’s the product and this is the way you can solve it. What are the core values your product has and can be really used in a responsible way by our customers at the same time by the developers who are developing the product?
and taking it to the market.
Federico Ramallo (33:53) Amazing, Yeah, I think that the new generation is now growing with, it’s an AI first generation and the core competencies, the core values are going to become more and more important throughout the following years. So I think that what you’re doing with your son is amazing. Yeah, congratulations.
Kadamb Goswami (33:59) Yes.
Thank you, Federico.
Federico Ramallo (34:12) So Kadamb, thank you very much for joining us today. Do you have any last insights you want to share?
Kadamb Goswami (34:18) No, Federico, first of all, thank you so much for inviting me to your podcast. It’s a beautiful effort which you are doing, in countries like Mexico, Argentina, or India and others. This is the mechanism where people are learning.
you are giving the stories, storytelling is an art, story conveying the way you have taken the effort to convey the story to your son, as you mentioned in the beginning, or to others. This is the good forum where people can share their insights, but at the same time, there are learning opportunities for others, people who are starting their career or they’re thinking about going into the tech or the product management world. So thank you for taking the lead here.
I will just say one or two things that The world is changing and it is changing faster than what we all anticipate There are many many new technologies coming up the overall style of working is changing as well because it’s a human and agents working together Especially in the product and the in the tech world We all need to be adaptable. We all need to know about how we can in place of getting feared or thinking about
roadblock we think differently that how can I really solve those problems how can I be part of that momentum and to
be a part of those momentum you don’t need to be in the companies like Microsoft and Amazon you can be a Federico’s own effort the way you are making the change you can simply think about how I could learn how I could contribute how I could leverage the agents to do a solving a problem for my local chapter local community your own product and so on so continuous learning is very very important
Federico Ramallo (35:54) Amazing, amazing insights. Kadamb, thank you very much for joining us today.
Kadamb Goswami (35:58) No, thank you, Federico. Bye-bye. Bye.