I find the expensive problems hiding inside complex systems.
5 years at HERE Technologies diagnosing bottlenecks, restructuring workflows, and putting a number on the outcome. Now adding the strategy toolkit at SMU Cox.
Selected work
Measured outcomes on messy operational problems.
Cloud Cost and Performance Audit
A structured cost and performance audit of cloud microservices surfaced the bottlenecks; drove implementation with product and engineering leadership, lifting processing speed 50%.
Multi-Agent Issue Triage System
Compressed a 5 to 10 day manual analysis process to under 10 minutes with an agentic AI system, removing handoffs across three functions.
Production Workflow Redesign
Owned an end-to-end architectural redesign of the map production workflow, halving cycle time and materially reducing operating cost.
Room to grow.
Case competition decks and frameworks land here as they happen, one markdown file each.
Fair questions
Why an MBA after 5 years of engineering?
The projects I enjoyed most at HERE were the ones where I owned the "why": gathering requirements across 10 teams, winning leadership buy-in, co-leading a cross-functional roadmap. The MBA at SMU Cox is the deliberate move to do that full time, with the business depth to back it.
PM or consulting, which one really?
Both doors lead to the same core: structuring ambiguity, aligning stakeholders, shipping measurable outcomes. Product is building one thing deeply; consulting is solving many things fast. This site has two doors because the honest answer is that I'm recruiting for both.
When are you available?
Summer 2027 for internships. Full time from May 2028.
Do you still write code?
Yes. This site is a Next.js app in a git repo, and the roadmap includes an AI chatbot grounded in my actual work history.
What's with the karate?
Black belt. One state-level gold, three district-level bronze. Discipline compounds.
Let's talk.
Recruiting for a product role, at SMU, or just curious: my inbox is open.
kmanohar0608@gmail.com