Product Managers Should Always be Asking Questions with Prachi Garg

Introduction and Prachi’s Journey into Product Management

Rina Alexin | 00:00-01:09

Welcome everyone to Productside Stories. I’m your host, Rina Alexin, and today I’m thrilled to be joined by **Prachi Garg**, a seasoned product leader with over two decades of experience at Amazon, Expedia, and Skyscanner. We’ll be diving into curiosity, leadership, and how product managers can keep learning and growing throughout their careers. Prachi, welcome — and thank you for joining me.

Prachi Garg | 01:09-03:31

Thank you, Rina, and hi everyone. It’s my pleasure to be on this podcast. So, a little bit about me — I have around 20 plus years of experience in product and technology. I’ve been fortunate to work with amazing companies like Amazon, Expedia, and Skyscanner, which helped me grow as a product leader.

In my last role, I was Senior VP of Consumer and Partnerships, building connected travel experiences across airports — reducing the stress and anxiety people face while accessing lounges or duty-free shops.

As for how I joined product management, it was almost by chance. After my MBA, I tried to start my own company and worked in early-stage startups. That’s when I realized I wanted a role that gave visibility across the entire business — to see how products are built, how customers are converted and retained, and how to scale from A to B. That’s what drew me to product management back in 2012, before it was well-defined in many companies.

Transition from Entrepreneurship to Product Leadership

Prachi Garg | 03:31-04:21

I started at a small, family-owned company called Liv-ex, a fine wine trading business. My manager trusted me fully and gave me the freedom to own the entire product. From there, I moved to Expedia, then Amazon, and kept growing in my curiosity about how to build products at scale — products that impact millions of users. That’s how I transitioned from being an entrepreneur to a product leader.

Lessons from Amazon, Expedia, and Skyscanner

Rina Alexin | 04:21-05:00

You’ve worked at some of the biggest companies in tech. How did that shape your approach to leadership and product management?

Prachi Garg | 05:00-06:51

That’s a great question. Early in my career, I never wanted to manage people. I thought I’d remain an individual contributor forever. But over time, I began mentoring other product managers — through Women in Product and within my teams — and I realized that mentoring teaches you as much as it helps others.

Each person I’ve coached has taught me something new. Eventually, I saw myself more as a strategist than an IC. I wanted to influence the bigger picture, create company-level product strategies, and drive impact through people — not just features. That’s what drew me toward leadership.

From Individual Contributor to Strategic Leader

Rina Alexin | 06:51-07:16

When you moved into leadership, you had to start managing others and helping them grow. Can you share an example of mentoring someone who really stood out?

Prachi Garg | 07:16-09:40

Yes — one product manager I mentored was incredibly curious. I believe curiosity is one of the most important traits a PM can have. I assess PMs based on four pillars: product strategy, stakeholder management, execution, and data analytics.

This person excelled in all four. He was constantly asking questions, wanted to understand every aspect of the business, and wasn’t afraid to admit when he didn’t know something. My mentorship approach focused on exposing him to leadership meetings, helping him understand how decisions are made at the senior level, and identifying areas for improvement like data fluency.

Curiosity, combined with structure and support, helped him grow quickly into a strong leader.

Mentoring Product Managers and Identifying Potential

Rina Alexin | 09:40-10:27

That’s great. You mentioned four key pillars — strategy, stakeholder management, execution, and data. Can you expand on those a bit?

Prachi Garg | 10:27-12:18

Sure. Product strategy is about having a clear vision and roadmap — thinking big, starting small. Stakeholder management means influencing without authority. Execution is collaborating with engineering to deliver results. And data analytics helps PMs validate problems and measure success.

Together, these four pillars form the foundation of great product management.

The Four Pillars of Great Product Management

Rina Alexin | 12:18-12:43

You’ve mentioned curiosity a few times — what does curiosity mean to you in the context of product management?

Prachi Garg | 12:43-13:27

Curiosity means being able to swim in ambiguity. Product managers are constantly surrounded by unknowns — about the market, customers, and technology. Curious PMs peel back the layers, like an onion, asking “why” again and again until they reach the truth.

They don’t take answers at face value — they challenge assumptions and keep digging. That’s how they discover what customers truly need.

Defining Curiosity in Product Management

Rina Alexin | 13:27-13:33

So how do you test for curiosity when you’re interviewing someone?

Prachi Garg | 13:33-15:10

Great question. It’s often more observation than testing. I’ve conducted over 200 interviews, so pattern recognition helps. One signal is the questions candidates ask *me* at the end. When they ask deep, thoughtful questions about the business, customers, or company vision — that’s curiosity.

If someone only asks about logistics, like the hiring timeline, that tells me they haven’t engaged deeply.

Asking Better Questions and Navigating Ambiguity

Rina Alexin | 15:10-15:40

That’s such a good point. I also notice that candidates who only ask surface-level questions might not be naturally curious.

Prachi Garg | 15:40-16:54

Exactly. I compare curiosity to how my twins behave — they’re constantly asking “why.” Every “why” builds another layer of understanding. Great product managers are the same — they bring that childlike curiosity to their work.

How to Interview for Curiosity and Growth Mindset

Rina Alexin | 16:54-17:05

You’ve interviewed hundreds of candidates. What signals tell you someone could be a great product manager?

Prachi Garg | 17:05-18:46

I divide skills into two categories: soft skills and hard skills. Soft skills include communication, vision, customer mindset, and negotiation. Hard skills include product sense and execution.

If a candidate can articulate why they built something, the problem it solved, and its measurable impact — that’s gold. I also value how they describe collaboration challenges and how they overcame them.

Soft Skills vs. Hard Skills: Building Balanced Teams

Rina Alexin | 18:46-20:35

I also like when candidates provide real examples of their work — it reveals so much about how they think and execute.

Prachi Garg | 20:35-22:11

Yes, real work shows authenticity. I also appreciate when candidates ask clarifying questions during case studies or assignments. Collaboration starts with good communication — asking, “what are you looking for?” shows they think ahead, not just execute blindly.

The Power of Asking Clarifying Questions in Collaboration

Rina Alexin | 22:11-23:20

That’s a good segue into assumptions and communication. What do you think causes most misunderstandings between PMs and stakeholders?

Prachi Garg | 23:20-24:06

Assumptions. We assume others understand our motivations, timelines, and constraints. Being explicit is key. Clear communication prevents unnecessary conflict — both in interviews and daily work.

The Role of Assumptions and Crucial Conversations

Rina Alexin | 24:06-26:14

I agree. Those tough, crucial conversations are essential. It’s not bad news if it’s shared early.

Prachi Garg | 26:14-28:42

Yes, having difficult conversations early builds trust. As a leader, I set expectations upfront and schedule regular feedback sessions. The first three months with a new hire are critical — it’s when I observe their relationships, data use, and execution.

If there are persistent red flags, I’ll have the hard conversation and decide quickly whether it’s a fit.

Making Difficult Performance Decisions as a Leader

Rina Alexin | 28:42-30:36

That’s consistent with what you said earlier — strategy, stakeholder management, execution, and data. You apply that framework both in hiring and evaluating performance.

Prachi Garg | 30:36-31:55

Exactly. I’m always refining my consistency as a leader, but I stick to those pillars. They help me stay objective and coach effectively.

Advice for Product Managers Seeking Promotions

Rina Alexin | 31:55-33:02

For PMs seeking a promotion or next-level role, what advice would you give?

Prachi Garg | 33:02-34:50

Learn from the best leaders. Talk to PMs across industries. Be curious about how different companies build products — Netflix, Amazon, startups. Stay empathetic with your teams, especially now, with tighter budgets and fewer hires. Empathy, curiosity, and continuous learning are what will help you grow.

Final Thoughts from Prachi Garg

Rina Alexin | 34:50-36:10

That’s great advice, Prachi. Thank you for sharing your story and experience with us today.

Prachi Garg | 36:10-End

Thank you, Rina. It was a pleasure being here. I hope our listeners stay curious, keep learning, and never stop asking questions.