“Now because of Kapable I focus on understanding the other person and finding common ground.”

I’m a Senior Product Manager at a wealth-tech organisation, where I work on platforms that help wealth managers manage money for HNIs and UHNIs. With millions at stake, precision and reliability are critical. My role involves ensuring the platform meets those standards while also aligning my team, peers, management and other teams around the decisions we make. Pasted text
Before this role, I had also worked in fintech and built a startup that digitised how studios could discover scripts and content from writers. Across these experiences, I became comfortable with planning, execution, data and problem-solving. I knew I was technically strong. What I increasingly noticed, however, was a gap when it came to pitching ideas and influencing senior management.
Earlier, I relied heavily on data, outcomes and presentations to make my case. That approach worked in some situations, but it did not always help me get people to connect with an idea. I realised that if I wanted to become more effective in senior conversations, I needed to make my communication more engaging and relatable.
Storytelling became an important part of that journey.
I joined Kapable hoping to become much better at storytelling, although I quickly realised that developing this skill would take more than a few sessions. Over the three months, I started noticing changes in the way I thought and communicated. I became more deliberate about how I approached conversations, how I structured my thoughts and how I communicated with different people.
One of the biggest changes was learning to pay attention to the people involved in a situation. Earlier, when a problem came up, my instinct was to identify the issue and move directly towards the solution. Today, I am more conscious of the emotions in the room before deciding how to respond.
I experienced this during a disagreement with my engineering lead. Instead of keeping my frustration out of the conversation, I acknowledged it openly and explained how the situation was affecting me. That changed the tone of the discussion and helped everyone recognise the seriousness of the situation.
My approach to conflict has changed too. Earlier, I would rely on data and try to prove why someone else’s approach was wrong. I now focus more on understanding their reasoning and finding common ground. That shift has helped me move conversations towards solutions instead of making people defensive.
I have also become more conscious of how I communicate in spontaneous situations. I pause more deliberately, conclude my thoughts more clearly and try to end conversations with an example or takeaway that people can remember. During my final session, I could actually see these habits becoming more natural.
The journey has also changed how I view leadership. I now see leadership as creating an environment where people can perform, contribute and grow, rather than simply having the authority to get work done. Building trust matters because people should feel comfortable being honest and bringing problems to you.
I’m leaving Kapable optimistic and encouraged about what comes next. I know the next step is to keep practising until these behaviours become instinctive. My goal is to build enough trust and credibility that when there is a difficult problem, people naturally think, “Let’s speak to Sanish first.”