The operating model under a product and engineering organization: decision rights, planning cadence, the product lifecycle from idea to shipped and measured, and the governance that keeps a portfolio of programs accountable without slowing it down. Built for the market you're in. Ten years at Tinder, Strava, Snowflake and Twitter as they scaled. Engagements in the UAE and Qatar, working directly with founders and their leadership teams.
Scaled teams at
Reddit, Tinder, Twitter, Snowflake, Strava
No. II — Position
Memo 02 / 05
Most companies that stall as they scale aren't short on talent or money. They're short on any way to make a big decision that doesn't run through one person's gut.
Argued at TechCrunch Disrupt 2026, DisruptHR DC, Brooklyn Tech Expo and on Master Leadership. The talks
Nomi Khedawala
Founder · Advisor on product operations and PMO
At Tinder I built the company's first product development lifecycle: a three-day workshop with 30 leaders, the priority list cut from 20 to 5, and about 300 people trained to run it themselves.
Mentor · Abu Dhabi SME Hub
→ The record, with numbersThree structures: diagnostic, partnership, advisory. No retail menu and no public price list. We scope each engagement on the call against the founder's scope, stage, and operating context.
A short, focused engagement to expose where ops is leaking velocity.
Two to four weeks embedded with product/ops leadership. We surface the operational debts that quietly compound — process, data, decision routing, ownership — and write them up.
Best for
Founders who suspect the org is slower than it should be.
Output
A written brief and a 60-day fix plan.
A three-month operating partnership alongside founder or CPO.
A sustained engagement where we run product ops next to your team, install the operating cadence, and stay until the operating system is durable without us.
Best for
Series A–C teams scaling past 20 product/eng people.
Output
A working operating system the team owns and can extend.
A senior-advisor cadence every two weeks, on quarterly terms, inside the founder's biggest decisions.
A standing seat for the operator-level conversations: hires, restructures, market moves, the calls that don't fit a memo.
Best for
Founders who want a senior operator in the room, not on a deck.
Output
A thinking partner inside the decisions that shape the next quarter.
For founders past Series A or $5M ARR, and for product and engineering leaders in larger organizations. Both paths land on the same desk: a thirty-minute intro call, or nine questions you can answer between meetings.
Thirty minutes, on the calendar. We talk shape, stage, and standing. Fit and investment get discussed on the call.
Operator-grade, not retail. No pricing pages, no plans grid. The calendar shows you what's open at cal.com/nomi-khedawala.
Nine questions, about three minutes. We discuss fit and investment on the call.
Name, company and role, then your stage, region, team size, timeline, and what prompted this. Budget is not on the form. We scope it on the call against scope, stage, and standing.
