What we talked about
Shreya Hegde: Senior Product Manager–Technical at Amazon, traces her path from software engineering in India to healthcare startups and finally Big Tech:showing how her craft evolved from “shipping more features” to designing resilient systems that deliver real outcomes. She explains the spark that drew her to product: realizing that technology quietly shapes how people live and work. Early on, she measured success by launches and deadlines; over time, she pivoted to validating the problem first, using deep customer empathy, “day-in-the-life” research, and treating constraints as design inputs rather than blockers.
Show notes
Shreya Hegde’s mental model for why technology matters comes from childhood comic books: magical mirrors that let you see people on the other side of the world. She grew up, realized that was just a screen with a camera, and went looking for ways to get the engineering right. That thread, from wonder to rigorous systems thinking, traces her entire career: software engineer at CGI in India, PM at two healthcare startups that were both acquired, and now Senior Product Manager–Technical at Amazon, where she learned that the hardest shift is from executing fast to influencing without any authority at all.
What we covered
- The career arc from CGI (Canadian ERP company, India) → Medasset (healthcare startup, acquired) → nthrive (B2B revenue cycle for hospitals, acquired) → Amazon, and how each jump added a layer of complexity, compliance rigor, and scale that the previous role couldn’t have taught
- Launching the Price Transparency product at nthrive in response to the No Surprise Act: every hospital and clinic in the country had to be compliant by January 2020, they started building in 2018–2019, and the lesson that stuck was that in regulated environments compliance cannot be a final checklist, it has to be a design input from day one
- The mindset shift moving from startup to big tech: execution speed matters at Amazon, but influence without authority matters equally, alignment, narrative clarity, and earned trust become the actual delivery mechanism
- What being an SPM Technical looks like day-to-day: deep problem framing, sitting inside engineering and design reviews to understand one-way versus two-way door trade-offs, translating between operators, engineers, leaders, and customers so the system built is the system actually needed
- Metrics philosophy, North Star metrics tied to business outcome and customer impact, with leading indicators below them, but never metrics alone: product sense and customer anecdotes belong in the same analysis (as Jeff Bezos reportedly put it, when data and anecdotes conflict, go with the anecdotes)
- How she translates ambiguous business goals into roadmaps: anchor on customer truth first, then decompose the ambiguity into testable bets, roadmaps should express intent, outcome, and learning, not false certainty about what will ship
- What she would tell her younger self before her first PM role: don’t rush to prove value, build judgment first, listen longer, observe for longer, and let instincts sharpen before drawing conclusions
About Shreya Hegde
Shreya Hegde is a Senior Product Manager–Technical at Amazon with a background in B2B healthcare products and a track record leading launches across the full revenue cycle. She is a Product School speaker and a leading circle mentor focused on helping PMs make the transition from feature execution to systems-level thinking.
- LinkedIn: http://www.linkedin.com/in/shreya-hegde-25029016
- Website: https://www.amazon.com
Episode 95 of the PreVetted Podcast.
Full transcript
Federico Ramallo (00:00.588) Welcome back to the pre-Evaret podcast, where we spotlight extraordinary people and remarkable talent reshaping our world. Today we are joined by Shreya Hedde, a Senior Product Manager Technical at Amazon with a track record leading B2B products, launches, and shaping teams in healthcare tech. She’s an engineer graduate, a product school speaker, and a leading circle leader.
passionate about building products that solves real problems. Shreya, welcome to the show.
Shreya Hegde (00:34.916) Thank you.
Federico Ramallo (00:37.666) So tell us what spark and how has your approach evolved since your first PM role?
Shreya Hegde (00:48.187) The spark for me was realizing that technology decisions shape how people experience work, life in itself, often in invisible ways.
Growing up, I remember reading comic books where there were magical mirrors. You could see people from completely different parts of the world. Back then it felt like a fantasy, but today the same idea is reality through technology. Early in my career, I was focused on shipping features, hitting deadlines and execution.
Over a period, my approach evolved to something deeper, making sure we are solving the right problem before we build anything. I would say that was my spark.
Federico Ramallo (01:45.058) Right, right. I find it interesting that the feature bloating, it’s a real issue that comes from a real genuine interest of building stuff. But the consequences of that makes a bad user experience. So evolving from just…
Shreya Hegde (01:53.424) Yes.
Shreya Hegde (02:03.771) Yes.
Federico Ramallo (02:14.845) shipping features like if it was a sausage machine, the more the better to just a sniper style where you can just really understand the user and being able to build exactly what they need and remove the clutter. That’s a great evolution on understanding the PM role, the product manager role.
Shreya Hegde (02:40.337) Correct. Today, we think in systems, but like starting on when you’re starting with your career, you think of products and features and how do I prove my execution. So we were measuring different things back then and measuring real outcomes as we experience and not just launch is how we kind of pivot or learn over a period of time. So that’s how I would think of this.
Federico Ramallo (03:10.219) Right. And how do you, how have you evolved to understanding what the users need? How your approach changed throughout your career?
Shreya Hegde (03:28.167) Understanding customer very deeply and having empathy. mean, it’s pretty much cliche now where everybody talks about how we understand customer. when we start, when I started, I would go with the list checklist basically, okay, is this a problem for you? Is this a problem for you? Is this basically confirming my biases of what their problem is?
period of time what I have learned is like when you ask customer if this is a problem for you they may say yes that is a problem for me but that it may not be the real problem. Understanding from them letting them lead or observe and asking them the problem and
studying their day in the life of a customer that gives a better perspective when we are building. We don’t think from a product perspective, then we think of a system perspective or how would a customer see this or use this in their day to day life. So that’s the transition for me.
Federico Ramallo (04:44.654) interesting. Can you give us a quick tour of the companies you worked at and the key inflection points throughout your career?
Shreya Hegde (04:58.415) Well, I started after my graduation from engineering, I started my career as a in software engineering in a company named CGI back in India. This was a Canadian software services company where I worked on ERP products in software engineering stream. Moving countries and moving to a different stream of
product management. Later on I started working as a product manager in Medasset, a healthcare startup.
which is acquired now and in a fast-moving environments where speed and ownership is pretty much everything. Then I moved on to another healthcare firm where we shipped a lot of B2B products for hospitals across the USA, pretty much all the revenue cycle products on helping hospitals, how to reduce their bad debts, which has been acquired again, all the startups.
seem to acquire in healthcare, it’s a small world, which kind of taught me discipline and that’s a regulation forces or a compliance rigor because our products involved with lot of patient data, the compliance and the regulatory acts which we constantly had to study or work on.
And then I moved to Amazon. Amazon was the inflection point where scale met complete accountability. Decisions suddenly affected thousands of operators, stakeholders, and the monetary impact also was huge.
Shreya Hegde (06:59.673) and I learned how to design systems, not just ship products in that space.
Federico Ramallo (07:08.684) Right, right. with the volume of users, then you have a higher responsibility of steering the strategy of product because the impact is much bigger.
Shreya Hegde (07:27.589) to pick up. Yes.
Federico Ramallo (07:29.888) And as you mentioned, the mistakes are much more expensive. But when I moved from startups to enterprise, I had that same feeling of the weight of the decisions. Because every decision I was making would affect one way or another. It was a bigger bet. Eventually, you kind of get used to that.
Shreya Hegde (07:33.454) with the seeds.
Shreya Hegde (07:55.079) Good night.
Federico Ramallo (07:59.289) but it still makes you think more decisions that you make before you actually execute. I used to think that corporate was slower, and in a way it is, but it’s slower because it takes more time to make decisions, to make due diligence, to make sure that everything is in the right direction.
Shreya Hegde (08:06.821) Yes.
Shreya Hegde (08:27.067) Yes, yes, but surprisingly Amazon has…
like the biggest startups I’ve ever seen. It operates in a different speed and accountability and like keeping that customer trust and everything. It’s amazing experience actually to work in this big tech yet have that speed and accountability and everything. It’s a very different experience and a very challenging and a good one I should say.
Federico Ramallo (08:58.262) Amazing. So at nthrive, you helped deliver a portfolio of B2B healthcare products, right? What’s one launch story that taught you the most?
Shreya Hegde (09:07.377) Good.
Shreya Hegde (09:13.953) story that taught me the most yeah like we launched a series of products yeah I can think of this launch story which was a price transparency product we built in response to the no surprise act it’s an executive order from a president in 2019 I think we will start building in 2018 2019
What made it especially challenging was the compliance. This wasn’t just a checklist at the end that we need to look at, but it was something fundamentally shaped the product in itself. So we had to monitor this evolving regulations and
translate this compliance language into a clear experiences and still deliver something that hospitals or clinics could actually operationalize. So the biggest lesson for me was that
In regulated environments, especially like healthcare, where we deal with lot of patient data, compliance and product thinking, it cannot be sequential. It cannot go one after the other. They have to be deeply integrated from day one.
So that experience still influences how I build today when you treat constraints as design inputs rather than blockers, how we end up stronger and more trusted products that customers can use. So this was a challenging period as well as a totally new experience that I had and dealing with a lot of
Shreya Hegde (11:11.113) hospitals, customers, subject matter expertise and subject matter experts and the compliance and the regulatory aspect of it. It was very good experience though. It was a project just before I joined Amazon.
Federico Ramallo (11:29.646) Wow, that’s amazing. Yeah. When you have a moving target, it’s harder. And well, I always talk about knowing the path. I mean, if you’ve done it before, know the path. You just have to walk it. The golden path for Alice in the Wizard of Oz.
Shreya Hegde (11:39.911) Because, yes.
Shreya Hegde (11:46.747) Yes.
Shreya Hegde (11:58.887) That’s what was say.
Federico Ramallo (12:00.097) it starts as a little brick, golden brick, and then it goes around and gets bigger. But when you don’t have a fixed target and when you don’t know the path, that level of uncertainty, it’s really hard to operate on that. Or easy to get frustrated and not knowing where to go. And I’m sure that that experience…
Shreya Hegde (12:19.675) Yeah.
Federico Ramallo (12:28.845) made you more resilient, now that you work at Amazon, that experience helps a lot.
Shreya Hegde (12:33.703) Absolutely, absolutely. Because since it was the executive order, all the hospitals and clinics across the USA had to be compliant by January 20, 2020, January.
it was so close and it had to be done right before we shipped the products to the hospitals. So it was a wonderful experience and we kind of as a company, as a team, were one of those…
I think very few companies that had the product ready for to Chipitto hospitals. think it was only two companies that had this product ready. I mean, I cannot name the companies, but could you please cut this part where I cannot name the companies.
Federico Ramallo (13:28.834) this.
Shreya Hegde (13:31.176) You can just stop just before this maybe.
Federico Ramallo (13:34.819) Yeah, I will cut this part, problem. I will leave your answer just before you name the comp.
Shreya Hegde (13:41.487) Yeah, I don’t want you to have that.
Federico Ramallo (13:42.575) Just before you said, I don’t want to mention the companies yet.
Shreya Hegde (13:47.481) Yeah, the name of the companies and I don’t even want to say that we are the only two companies, I think there were one other company, yeah, please.
Federico Ramallo (13:56.642) Right, I’ll fix it, yeah. I mean, I think it’s okay to say to the two companies, but if I can kind of make the phrase make sense, I will cut it, no problem. Yeah.
Shreya Hegde (14:05.937) Yeah.
Federico Ramallo (14:11.713) What mindset shift… Sorry, I’m gonna repeat.
What mindset shift did you make moving from a smaller company environment to big tech?
Shreya Hegde (14:28.593) The biggest shift for me was moving from execution to influencing without authority. In bigger companies, especially the tech companies, the alignment and the narrative clarity and
interest matter as much as speed. wouldn’t say more than speed but as much as speed. I also learned to think in multi-year horizons not just tomorrow or like two months but how does it impact in three years down the line or five years down the line.
And how today’s trade-off create or destroy future opportunities or optionalities Those kind of things that I had to have that mind shift mindset shift Done Please cut this part just use the before ones
Federico Ramallo (15:35.949) Okay, will do.
Inside Amazon, what does being an SPM technical look like day to day?
Shreya Hegde (15:52.729) It’s a blend of deep problem framing, engineering, design reviews, being in there, understanding the trade-offs that we have to make, the implications of decision one-way or two-way doors, and having the stakeholder alignment and…
metric and impact inspections. So it’s blend of all these. I spend a lot of time translating between operators, engineers, leaders, customers, ensuring we build the right system that actually make impact and we don’t just ship products.
Federico Ramallo (16:43.524) Right.
And what is your favorite part of the work right now and how do you defend time for it?
Shreya Hegde (16:56.199) might defend time for it. My favorite part has always been solving very ambiguous, messy, and cross-functional problems. It’s kind of a puzzle. I like the period where we do that deep dive to connect dots, put together how the problem is, and
what are the number of solutions that we can come up with because it’s not just about one solution. So that’s my favorite part, the pre-work before the actual work. I defend time by being explicit about my value if I don’t think deeply upfront.
We pay for it later in rework, which we don’t want to do. So the clarity compounds. So that’s my goto mantra when it comes to this.
Federico Ramallo (17:55.546) Amazing.
So you wrote about measurement, right? What are the North Star metrics and counter metrics you rely on to avoid tunnel vision?
Shreya Hegde (18:13.637) Again, Northstar metrics are outcome based. It depends on the company and the organization within the company and the type of product that I’m serving and the customer need and everything. So some are revenue generated product and some are productivity based. In general, I would keep business impact in mind and how happy
our customers are.
Shreya Hegde (18:48.443) Does that answer your question, Federico?
Federico Ramallo (18:51.167) Yeah, I think so. I’ve seen a lot of teams using vanity metrics or sometimes metrics that are not…
focused on adding value to the user. Throughout the years I’ve been working more on trying to be more focused on adding value to the user, right?
Shreya Hegde (19:06.279) couldn’t.
Shreya Hegde (19:13.081) Right, so the way I think of it is in a pyramid structure, right? Think of it like we have, let’s say we are working on some revenue generating product. We kind of know that, okay, what impacts the business and how does it make customers’ life easy? So that’s what the North Star metric is. And at the top of the pyramid, you have the business outcomes. And
if you are talking about okay what is leading indicators to that those are the I’m assuming that you are referring to that as vanity metrics so that’s how I would think so what.
or which feature or which, what part of the workflow that leads to these indicators that impacts the business outcome. That’s how I would think about it. And we have the true north for the product and the organization. It varies across, you know, how the type of the product or the nature of the product for me.
Federico Ramallo (20:15.856) Right, right. Yeah, I mean, when I’m talking about vanity metrics, sometimes I remember this story about people measuring how many users they had signed up to the system. But that doesn’t mean that they’re using the system. They’re just signed up, right? And then they don’t measure how many people they actually drops, right?
Shreya Hegde (20:38.151) Right, right, right, right. So the concept of user engagement and actual adoption, did they actually come to use your product to use it meaningfully or are they just visiting sites? It all, to me, it all leads to some type of internal clarification we can make on the product, but I wouldn’t call it a tunnel vision.
Again, it depends on the nature of the product, guess, but I get what you are saying. mean, should only those numbers should only be like guiding in a certain way, but the ultimate impact like there are two things to me. One, did I make a difference in customers life in a very business centric way I’m talking about and
Federico Ramallo (21:08.773) Right.
Shreya Hegde (21:33.639) and there are some metrics like they don’t talk about the actual impact there is some organic okay remove this part as well.
I think it’s going a bit in a different direction.
Federico Ramallo (21:53.584) Yay.
Shreya Hegde (21:57.561) It’s not just metrics, metrics along with your instincts like they have this concept of some of the product gurus say call it a product sense. They kind of have the instincts whether this will work or not. Metrics should be guiding and data is pretty much you know it tells how exactly you’re working on a product but it’s not everything. There is also the instincts and the
go with the anecdotals as well, customer anecdotes as well. So as famously Jeff Bezos say that when there is data and when there is anecdotes, we go with the anecdotes. But you may want to remove this whole part actually. You know where to stop, I guess.
Federico Ramallo (22:40.367) Right.
Shreya Hegde (22:49.935) with the various, I think I went a bit overboard with the vanity metrics. I mean, I, because it may come across as, you know, other people view versus my view. So I don’t want that complications.
Federico Ramallo (22:49.967) Yes.
Federico Ramallo (23:03.344) Right, yeah, we’ll remove all this part, no problem.
Shreya Hegde (23:06.395) Yeah.
Federico Ramallo (23:12.762) So how do you translate ambitious…
Federico Ramallo (23:19.546) How do you translate ambiguous business goals into shipable roadmap without losing customer trust? Truth, sorry.
Shreya Hegde (23:32.193) I anchor on customer truth, starting with that, then decompose that ambiguity into testable bets. So roadmaps should express intent, outcome, and learning, not some false certainty.
Federico Ramallo (23:57.071) Right, right. And then based, so you let the customer behavior validate your hypothesis, your tests, and then based on that, make a decision to move forward.
Shreya Hegde (24:17.551) Yes, it starts and ends with customer for me.
Shreya Hegde (24:26.865) So all the features are the small bits of the product. It’s tied to not the output, but the outcome and the learning and what does it solve and how is it tied to a bigger goal that my customer or a business have.
Federico Ramallo (24:45.092) Right. So what’s an example where technical depth unlocked a better customer outcome than a purely market first plan?
Shreya Hegde (25:06.054) When
Shreya Hegde (25:12.401) technical depth allowed in one of my products it allowed us to model reality accurately which unlocked inside market only lens that would miss.
Shreya Hegde (25:32.945) Could I answer this differently? Or like now, if you could take off this part. When operational complexity couldn’t be abstracted away, technical depth allowed us to model reality accurately. Because recently I was working on a project which involved a huge spatial complexity.
So this kind of unlocked insights market only lens that would miss because that’s a huge research work on the technical depth.
Federico Ramallo (26:16.176) Right, right. You need the technical insights in order to basically make a better product, right?
Shreya Hegde (26:23.367) But again, we work with the technology experts and the scientists and they do the deep engineering work.
Federico Ramallo (26:25.328) other
Federico Ramallo (26:35.566) I see.
Shreya Hegde (26:43.643) kind of mediate between what is operationally required and how does outcome tie to their work and to understand the technical complexity and the trade-offs that we have to make.
Shreya Hegde (27:04.175) you may want to remove this I don’t think
that I answered with like you asked when did technical depth unlock better outcome than a market first plan.
Federico Ramallo (27:25.272) Okay, I will edit it, no problem.
Shreya Hegde (27:27.907) Okay, could you ask this question again or like can I answer this again? See if it makes sense to you.
Federico Ramallo (27:33.668) Yeah, sure, you’re sure.
Yeah. Let me do this. I don’t know if you can see, but I’m putting marks on the recording. So I’m marking, so I’ll edit later. So no problem. Yeah. Yeah, we can do it as many times as we want.
Shreya Hegde (27:52.003) Okay, I’m re-answering this.
Shreya Hegde (27:58.866) Okay.
Federico Ramallo (28:01.041) What’s up?
Shreya Hegde (28:01.379) One of the recent projects that I worked on when a spatial and operational complexity could not be abstracted away. The technical depth allowed us to model reality accurately that unlocks insights, a market only lens that would miss.
Federico Ramallo (28:26.351) Right, right, because otherwise you are.
guessing than actually having a… That’s why I was talking about North Star Metric, because for me, North Star Metric is related to this idea of if I have a solid foundation with a deep technical knowledge, then I have a solid north that I can follow, right?
Shreya Hegde (28:34.544) Yes.
Shreya Hegde (28:58.843) Correct, correct because in this project it was quite visible because it was that the nature of the product was that way where we cannot walk away with the abstract model.
Federico Ramallo (29:14.213) Right, right. And I understand lean startup says, well, you know, build as little as possible and, you know, just validate little assumptions, but it’s more of an exploratory process, right? But there are certain use cases where that not necessarily work because you actually need a deep technical knowledge on how to, on what it needs to be built before actually building it, right?
Shreya Hegde (29:41.67) Yep.
Federico Ramallo (29:45.083) So you speak and mentor, right? What patterns do you see in product managers transitioning from small firms to big tech? And what is your top advice?
Shreya Hegde (30:00.999) The pattern that I have seen many underestimate influence and overestimate authority or the team size. So my personal advice is investing a lot in earning that trust from your stakeholders or customers or your leadership or people you work with, the technical teams, the product teams.
investing in data and the narrative and early on so that execution automatically follows. That would be my advice.
Federico Ramallo (30:42.233) Right. Which frameworks or courses still show up in your weekly practice?
Shreya Hegde (30:56.017) personal one is always the first principle is thinking. But I started to see them as tools, but it doesn’t have to be followed religiously.
Federico Ramallo (31:14.757) Right. Can you tell us a bit more about what the first principle thinking is about?
Shreya Hegde (31:23.463) Can you cut this and can I revisit this question a bit later?
Federico Ramallo (31:26.875) Yeah, you don’t want, we can just skip this question.
Shreya Hegde (31:31.439) Yeah, yeah, because I wouldn’t have to go and others thinking which I don’t want to do that actually.
Federico Ramallo (31:39.793) It’s fine, yeah. I mean, I don’t know what first principle thinking is, so that’s why I’m asking.
Shreya Hegde (31:44.294) okay. So it’s like you can take it off the record, but it’s
The way it is the fundamental like if there is a concept, what is the deepest level you can go to?
Federico Ramallo (31:58.897) Right.
Shreya Hegde (32:06.041) like you break it down to multiple levels and go from the deepest level.
Federico Ramallo (32:16.793) Right. Interesting. Yeah, I’ll read more about it. Yeah, thank you.
Shreya Hegde (32:22.583) It’s Elon Musk favorite ones, but I’ll take this question off though.
Federico Ramallo (32:25.928) really?
Yeah, I’ll remove when I ask you about the first principle thing. No problem. And all of this off the record. What I will do is I will share with you the transcript. And the.
Shreya Hegde (32:32.518) Okay.
Shreya Hegde (32:40.911) Okay.
Federico Ramallo (32:46.545) I’ll think about how to do it, but probably I will send you the original transcript and the final edit transcript, because there is no easy way for me to show you what I removed. But if I send you both, you can just compare, or you can just read the last one, the final.
Shreya Hegde (33:04.517) you.
Shreya Hegde (33:07.815) Just so that like between after conversation, it’s basically taking a problem, breaking it to multiple small pieces, like all possible pieces. That is what first principle thinking is. Okay, how does we have to build a rocket, but that’s not the first step. So making it to hundred pieces or a thousand pieces and thinking from each end individual ones, going from the very basic. That’s what first principles is.
Federico Ramallo (33:33.424) Right.
Federico Ramallo (33:37.38) interesting.
Federico Ramallo (33:41.041) Okay, so I will ask you the last question, okay?
Federico Ramallo (33:49.2) What would you tell, sorry, let me do that again. Now I’m like you, I want to repeat. What would you tell your younger self before your first PM roll?
Shreya Hegde (34:11.463) Don’t say that, don’t rush to prove value, build judgment first. Your instincts get sharper when you listen for longer time and observe. I should say that that is something that I still learning and deliberately practicing, the active listening concept. That’s what I would tell my younger self.
Federico Ramallo (34:35.168) Right.
Shreya Hegde (34:37.979) Listen longer, observe for longer, don’t prove or don’t draw conclusions.
cut the last part but yeah you got what I’m saying.
Federico Ramallo (34:56.863) Yeah, so Do you want to repeat it we can do that we have time so we can repeat it
Shreya Hegde (34:57.063) Do you want me to repeat that or?
Shreya Hegde (35:03.213) Okay, I think I got that but I just went further so but it’s it’s just two sentence I can I can repeat that starting now
Don’t rush to prove value, build judgment. Your instincts get sharper when you listen longer, observe for more time. I should say that this is something that I’m still learning. The part of active listening, I’m still trying to get good at it, but one step at a time.
Federico Ramallo (35:42.543) Yeah, it’s a learning process.
I think we’re getting better throughout the years. We’re getting better and better. It’s something that we need to keep practicing and keep doing it. And as you said, if we rush it, the outcome is worse. know, yeah. And it’s one of the things I learned on the Ling startup, this idea that I don’t know if the author said it this way, for them paraphrasing, but the smarter the people,
Shreya Hegde (36:02.885) Peace.
Federico Ramallo (36:17.894) the more assumptions they make, right? And the more wrong they are, you know, pretty much, right? Which is kind of what you’re talking about, right? Because you want to move forward and you put your bias into, rather than listening, right? And that’s the hard part, right?
Shreya Hegde (36:21.126) Okay.
Federico Ramallo (36:41.606) Yeah. And on my personal experience, running this podcast allowed me to become a better listener because it’s about asking the right questions and truly understanding what the guests are talking about and try to find the merit on.
you know, on what they’re bringing to the table. So it’s active listening, it’s a lot of follow-up questions. So you really have to be 100 % into the conversation, Whereas on the work, I used to have that more, now I’m trying to do less, had this practice of multitasking, right? So…
Shreya Hegde (37:23.932) Right.
Federico Ramallo (37:39.41) When you’re multitasking, you’re not really listening. So being able to be 100 % focused on the conversation and just shut everything around you, the notification on the cell phone and everything. This format forced me to do that. But then when I’m doing business meetings or other type of meetings, then
I am applying the same principles and it had a significant impact on my productivity and my focus, so it’s been very interesting.
Shreya Hegde (38:21.927) And this thank you so much for your time actually this is this is really amazing the kind of work you are doing and I not only get to speak I get to hear your perspective also and I have gone through your previous some of your previous podcasts it’s amazing what you’re doing out there
Shreya Hegde (39:07.931) your screen just froze actually.
Federico Ramallo (40:31.141) I apologize, I got dropped off.
Shreya Hegde (40:34.375) You got dropped off the call.
Federico Ramallo (40:39.589) Can you hear me?
Federico Ramallo (40:56.717) Hello, hello, can you hear me?
Federico Ramallo (41:09.497) Hello, hello.
Federico Ramallo (41:53.358) Hello
Federico Ramallo (42:54.472) Hello Shreya.
Shreya Hegde (42:56.943) Yeah, you got dropped off between I hope you got all the recording
Shreya Hegde (43:13.649) You having some connection issues on your end?
Shreya Hegde (44:45.637) You seem to be having some connection issues, Federico.
Federico Ramallo (44:49.441) Yes, yes, but I’m connected to a cell phone now, so maybe hopefully it’s going to work. Yeah.
Shreya Hegde (44:56.679) So you got the recordings, right?
Federico Ramallo (44:59.711) Yes, yes, yes. I’ll work things out. Yeah, no problem. What I can do is we can do a wrap up because it’s still recording, and then I’ll stitch it together.
Shreya Hegde (45:02.265) Okay, that’s good.
Shreya Hegde (45:08.464) Okay, okay.
Shreya Hegde (45:18.289) Okay.
Federico Ramallo (45:20.703) So Shreya, thank you very much for joining us today. I truly appreciate it.
Shreya Hegde (45:29.415) Thank you for your time Federico. I enjoyed every bit of it.