Mayank Gupta : Driving Innovation & Growth In Business Development & Product Management
Mayank Gupta
Director - Business Development & Product Management
In a personal interview with us, Mayank helped us give a perspective of his journey into the industry.
Can you share the most valuable lesson or exper- ience you gained from your time at IIM Bangalore?
The most valuable lesson I have learned is both simple and profound, which is 'it is essential to listen before responding'. This principle is applicable not only in our professional lives but in all aspects of life. Listening holds greater significance than reacting, as a hasty response can lead to an incomplete understanding of the situation, resulting in decisions made on insufficient information. By investing time in listening to others and gathering their feedback, one can continually enhance their approach based on valuable insights. In my view, this is the most important lesson I have taken away.
How have the skills you gained both in and out of the classroom at IIMB been utilized in your current role?
The skills I acquired at IIM Bangalore, both in the classroom and through practical experiences, have proven invaluable in my current role.
Academically, I gained a solid foundation in core subject areas and business strategy, which aids in making informed, strategic decisions. Just as important, though, were the soft skills I developed, especially around managing cross-functional teams in environments where authority is indirect. This ability to lead through influence has been crucial. Furthermore, the emphasis on financial literacy has equipped me to understand the broader business implications of decisions, helping me to navigate complex challenges. I continue to apply these lessons in my daily work, reflecting on and refining my approach to drive better outcomes.
Could you explain how accessible the faculty mem- bers are to students at IIMB?
The faculty at IIM Bangalore is exceptionally accessible, even for alumni, and they are typically responsive to emails and calls. I’ve reached out to them for guidance on complex situations and found their third-party perspectives invaluable. This accessibility is a major benefit for students, especially for those balancing the demands of an executive program with work, family, and academic respo- nsibilities. One of the most memorable aspects was the camaraderie among my cohort as we navigated these challenges together, managing office responsibilities, tackling college assignments, and addressing personal matters. The support from both faculty and peers made a meaningful difference.
As the Director of Business Development & Product Management, what quality control measures have you implemented to ensure that your products meet the highest industry standards?
As the Director of Business Development & Product Management, we use a hands-on quality control approach to ensure our products meet top industry standards. My team and I use our products extensively in our daily lives (DogFood), even during early development stages, to uncover potential issues before commercial release. Working primarily with mobile devices, we integrate the software and hardware into our routines, enabling us to identify and resolve problems early. By
Listening holds Motorola Mobility greater signi-ficance than reacting, as a hasty response can lead to an incomplete under- standing of the situation, resulting in decisions made on insufficient information
Could you explain how accessible the faculty mem- bers are to students at IIMB?
The faculty at IIM Bangalore is exceptionally accessible, even for alumni, and they are typically responsive to emails and calls. I’ve reached out to them for guidance on complex situations and found their third-party perspectives invaluable. This accessibility is a major benefit for students, especially for those balancing the demands of an executive program with work, family, and academic respo- nsibilities. One of the most memorable aspects was the camaraderie among my cohort as we navigated these challenges together, managing office responsibilities, tackling college assignments, and addressing personal matters. The support from both faculty and peers made a meaningful difference.
As the Director of Business Development & Product Management, what quality control measures have you implemented to ensure that your products meet the highest industry standards?
As the Director of Business Development & Product Management, we use a hands-on quality control approach to ensure our products meet top industry standards. My team and I use our products extensively in our daily lives (DogFood), even during early development stages, to uncover potential issues before commercial release. Working primarily with mobile devices, we integrate the software and hardware into our routines, enabling us to identify and resolve problems early. By
the time the product reaches consumers, it has undergone real-life testing and refinement. This culture of Dog fooding is central to our commitment to quality.
How would you characterize your leadership style? Could you share some principles or strategies?
My leadership style centres on empowering team members to take initiative rather than directing every action. I strive to be more of a friend and mentor than just a manager, which creates an open environment where team members feel comfortable sharing their concerns. Regular interactions are a key part of my approach, especially as our team is often geographically dispersed. Building genuine connections without face-to-face meetings is essential, so I focus on creating a supportive atmosphere. For instance, by openly acknow- ledging my own mistakes, saying things like, 'I made a mistake, and that’s okay, we’ll handle it together’, I help reinforce that growth and learning are ongoing, which in turn boosts their confidence.
What is your future goal or destination?
Since transitioning to product management in 2015, I’ve focused on building my team, expanding channels, and boosting our North American market share. In July, I added business development to my role, concentrating on new growth avenues. While phone sales remain our main revenue stream, I’m exploring sustainable, software-based revenue models that don’t depend on ads, aiming to create paid, value-driven services. As AI becomes more central, my priority is to deliver an outstanding AI experience and support customer ada- ptation. These goals will guide my focus for the next two to three years before I consider my next steps within the company.
Mayank Gupta, Director Business Development & Product Management, Moto-rola Mobility
Mayank Gupta is a Product Management professional with over 20 years of experience in areas such as Product Management, Partner Mana- gement, Product Deve- lopment, and Business Development for wireless devices, technologies, applications, and services. He has a proven track record of shaping product vision and collaborating with cross-functional global teams to successfully deliver complex consumer electronics products.
How would you characterize your leadership style? Could you share some principles or strategies?
My leadership style centres on empowering team members to take initiative rather than directing every action. I strive to be more of a friend and mentor than just a manager, which creates an open environment where team members feel comfortable sharing their concerns. Regular interactions are a key part of my approach, especially as our team is often geographically dispersed. Building genuine connections without face-to-face meetings is essential, so I focus on creating a supportive atmosphere. For instance, by openly acknow- ledging my own mistakes, saying things like, 'I made a mistake, and that’s okay, we’ll handle it together’, I help reinforce that growth and learning are ongoing, which in turn boosts their confidence.
What is your future goal or destination?
Since transitioning to product management in 2015, I’ve focused on building my team, expanding channels, and boosting our North American market share. In July, I added business development to my role, concentrating on new growth avenues. While phone sales remain our main revenue stream, I’m exploring sustainable, software-based revenue models that don’t depend on ads, aiming to create paid, value-driven services. As AI becomes more central, my priority is to deliver an outstanding AI experience and support customer ada- ptation. These goals will guide my focus for the next two to three years before I consider my next steps within the company.
Mayank Gupta, Director Business Development & Product Management, Moto-rola Mobility
Mayank Gupta is a Product Management professional with over 20 years of experience in areas such as Product Management, Partner Mana- gement, Product Deve- lopment, and Business Development for wireless devices, technologies, applications, and services. He has a proven track record of shaping product vision and collaborating with cross-functional global teams to successfully deliver complex consumer electronics products.