# Subhajit Awon

Subhajit Awon shares practical guidance on product management, with a focus on roadmaps, user feedback, team leadership, innovation, and storytelling.

- Profile: https://b2binfluencer.marketing/creators/subhajit-awon/
- LinkedIn: https://www.linkedin.com/in/subhajit-awon-smm
- LinkedIn followers: 2,580
- Topics: product-management
- Based on 12 dated posts, latest 2026-09-21

## Summary

Subhajit Awon is most useful for practical product management guidance on roadmaps, user feedback, team leadership, and storytelling.

- Best for: B2B SaaS workshops on roadmap communication and team decisions fit, with brand-supplied examples.
- Not for: Not for a high-reach paid launch with guaranteed impressions, demographics, or performance reporting.
- Check first: Confirm named examples, client results, audience demographics, engagement data, and workshop exercises before contacting them.

### Takeaways

- Tell the roadmap as a customer story, not a feature list.
- Use pulse meetings and adjust sprint expectations when a developer is frustrated.
- Balance innovation against what users will actually use.

## Main ideas

- **Roadmaps fail on people before they fail on plans**: Awon argues that technical skill and sharp analysis do not set product managers apart; reading people does. In this account, two managers with comparable ability diverge because one senses what a team and its stakeholders need at a given moment. The consequences are practical: adjusting sprint expectations when a developer is frustrated to prevent a later bottleneck, and presenting a roadmap through stories and visuals rather than numbers alone. Emotional intelligence is treated as a commercial skill for getting a roadmap approved, not just a way to keep morale up.
- **Tell the roadmap as a customer story, not a feature list**: Awon argues that a roadmap without storytelling is a journey without a destination. The comparison is a film: a blockbuster is a narrative, and the roadmap is the screenplay, with each feature or update carrying part of the customer’s story. The claim is that this changes behaviour, driving more engagement and faster stakeholder buy-in than a chart of features. The recommended moves keep the customer at the centre of the documentation, not just the pitch.
- **Aim for progress, not perfection**: Chasing a perfect product delays launches and suppresses innovation, so Awon favours a build-test-refine loop that starts with a minimum viable product and improves in small increments. The same logic shapes the advice on setbacks: a pivot is a step in innovation, not a failure, and the practical response to change is to test it. One suggestion is to gather feedback within the first week after a feature ships. The post that collects these traps promises seven but develops four: perfection, ignoring user feedback, overstuffing the roadmap, and misaligned stakeholder expectations. Ask for the remaining three traps.
- **Rebalance innovation against what users will actually use**: Awon frames product management as a tightrope between innovation and practicality, with the end user at the starting point of each decision. The prescription: listen through surveys, focus groups and beta testing; begin with the essentials; and plot small, incremental improvements rather than one large release. Adaptability is the core skill: when a challenge appears, start from the end user’s needs and break development into manageable phases.
- **Teach through stories people already know**: Awon consistently makes product concepts portable by connecting them to references an audience already knows. The format: a hook question, followed by numbered lessons anchored to a familiar character, film or coach, and a short instruction at the end. The tradeoff is that the analogy carries the idea, while the text stops at naming the habit: it does not show how to run a pivot review or team workshop, and the outcomes are claimed rather than measured. Ask for examples of the practices in use and evidence of their outcomes.

## Work to read

- [Movie characters as product managers: five lessons from film](https://www.linkedin.com/posts/subhajit-awon-smm_productmanagement-leadership-innovation-activity-7402863687524360192-e6-R)
- [Emotional intelligence and the product roadmap](https://www.linkedin.com/posts/subhajit-awon-smm_productmanagement-leadership-emotionalintelligence-activity-7368485775564296194-4Fl7)
- [Balancing innovation and practicality](https://www.linkedin.com/posts/subhajit-awon-smm_productmanagement-innovation-userexperience-activity-7364132750099955713-nX4v)
- [Seven sneaky roadmap pitfalls that sabotage product success](https://www.linkedin.com/posts/subhajit-awon-smm_productmanagement-leadership-businessdevelopment-activity-7348903804571971584-_09o)
- [Roadmap storytelling: turning a plan into a narrative](https://www.linkedin.com/posts/subhajit-awon-smm_productmanagement-roadmap-storytelling-activity-7352348751883091968-6jqN)

## Partnerships

Subhajit Awon’s LinkedIn posts focus on practical product-management ideas, including using customer stories to make roadmaps more compelling and balancing innovation with user needs. The posts don’t specify a sponsorship format, partnership terms or commercial inquiry route. Brands considering a collaboration should ask them directly about scope and arrangements.

## Alternatives

- Shaunak Chattopadhyay: Choose Chattopadhyay when the hard part is the front end of product work — understanding users, framing the right problem and prototyping before committing — rather than communicating an existing roadmap. In one post, Chattopadhyay describes returning to a master’s stakeholder project without a clearly framed problem. They checked who the users and stakeholders were, what they needed and why, then wrote a How Might We question that weighed both sides before settling on a direction. It’s a practical method for a team struggling to pinpoint the problem it is solving. Another post describes leading a website redesign for an art e-commerce stakeholder, citing user research and prototyping as strengths, alongside internship, hackathon and apprenticeship experience in cross-functional teams.
- Joel Duarte: Choose Duarte when the underlying problem is how the product team works together — retention, culture or leadership behaviour — rather than the roadmap itself. In a weekly organisational-culture series, Duarte argues that recruitment is often a candidate’s first contact with a company. Transparent, respectful and inclusive hiring practices signal fairness and open communication, while impersonal processes raise doubts about stated values. A second post on leadership change sets out collaborative and inclusive practices, including cross-departmental projects, mentorship pairing across backgrounds, continuous learning investment and regular wellbeing check-ins. The material fits a company that has diagnosed team friction and wants a session on culture and leadership conduct.
- Jason Hier: Choose Hier when a company needs a strategic portfolio roadmap with hard prioritisation trade-offs across functions. Hier’s life sciences roadmap post identifies the failure modes: research, regulatory, product and commercial goals are misaligned, and initiatives are not prioritised for real strategic value. It prescribes cross-functional alignment, proactive management of dependency and bottleneck risks, and collaborative prioritisation using a MoSCoW grid, with stakeholders co-creating the must-haves in a visual format. A later post candidly reflects on repeatedly failing to update the business roadmap, framing the tension between working on the business and working in it. The material fits a leadership session on aligning a multi-team roadmap and cutting scope.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/