​​Meta’s Gunjan Paliwal On The 5 Best Ways to Drive Product Led Growth

In the realm of business, particularly with regard to tech products, growth is the key to success. However, navigating the journey from ideation to expansion presents its own unique set of challenges. How does one devise a strategy to ensure sustained growth of a product in a competitive marketplace? What are the best practices, strategies, and methodologies to accomplish this? In this interview series, we would like to speak to experienced professionals who have successfully driven product growth. As part of this series, we had the distinct pleasure of interviewing Gunjan Paliwal.

Gunjan Paliwal is a seasoned, data-driven Product Marketer with over a decade of experience at top-tier companies, including Meta, Newell, Sears, and Microsoft. She specializes in AdTech, eCommerce Marketplaces, and ML/AI-based products, with a proven track record of successfully leading high-impact go-to-market strategies and managing complex product launches. Gunjan’s expertise lies in driving innovation and growth through a customer-centric, data-driven approach that consistently delivers results.

Thank you so much for joining us in this interview series! Before diving in, our readers would love to learn more about you. Can you tell us a little about yourself?

I’m a data-driven Product Developer and Product Marketer with over a decade of experience at industry-leading companies such as Meta, Newell, Sears, and Microsoft. My expertise spans AdTech, eCommerce Marketplaces, and ML/AI-based products, where I’ve successfully led the development and execution of critical go-to-market strategies and complex product launches. I’m deeply passionate about advancing technology and innovation, always striving to drive business growth through product-led strategies that focus on creating value for both the business and the customer.

Throughout my career, I’ve consistently prioritized a customer-first approach, ensuring that every solution aligns with user needs and market demands. My data-driven mindset, coupled with extensive industry experience, has enabled me to craft effective strategies that deliver impactful results and foster long-term success.

What led you to this specific career path?

My career path has been shaped by a deep passion for technology, innovation, and customer-centricity. From an early age, I was fascinated by the ability of products to solve real-world problems and improve people’s lives. This curiosity led me to explore the dynamic intersections of technology, business, and consumer behavior.

I began my journey with a strong foundation in technology and strategy, where I developed a keen ability to make data-driven decisions. Working with industry leaders such as Meta, Newell, Sears, and Microsoft gave me the opportunity to refine my expertise in driving complex go-to-market strategies and product launches. These roles emphasized the critical importance of understanding customer needs and anticipating market trends, which are essential for successful product development and growth.

Throughout my career, I’ve championed a product-centric approach, ensuring that every solution not only meets but exceeds customer expectations. This involves rigorous market research, deep user feedback analysis, and a commitment to iterative development. My passion for advancing technology keeps me at the forefront of industry trends, empowering me to deliver solutions that create meaningful impact.

Ultimately, my career has been defined by a relentless commitment to product excellence and a steadfast focus on keeping the customer at the heart of everything I do.

Can you share the most exciting story that has happened to you since you began your career?

One of the most exciting experiences of my career was leading the Global Go-To-Market (GTM) strategy for Newell in China and Southeast Asia. This critical project involved deep market and user research to understand the unique dynamics and consumer behavior in these diverse regions. It was both a challenge and an opportunity as we ventured into uncharted territory, facing unknowns and significant ambiguity.

My team and I conducted extensive primary and secondary research, including focus groups, interviews, competitive analysis, and market surveys. We meticulously analyzed the 4Ps — Product, Price, Promotion, and Place — to craft a tailored Go-To-Market strategy that resonated with local audiences. Our approach was highly customer-centric, adapting our products to align with regional preferences, adjusting pricing strategies, creating targeted promotional campaigns, and optimizing distribution channels to ensure broad availability.

The results were transformative: we not only increased market share but also significantly enhanced Newell’s brand presence in these rapidly growing markets. This project turned uncertainty into opportunity, showcasing the power of thorough market research, flexibility, and customer-centric thinking.

Leading this initiative was an exhilarating and rewarding journey that reinforced my passion for product innovation and customer-first strategies. It highlighted the critical importance of a well-executed Go-To-Market strategy, especially when navigating unfamiliar markets. The experience also served as a reminder that with the right insights and approach, ambiguity can be a powerful catalyst for growth.

You’re a successful business leader. What are three traits about yourself that you feel helped fuel your success?

The top three traits that I believe have fueled my success as a business leader are:

• Adaptability: In the fast-paced world of technology and digital advertising, the ability to pivot quickly and embrace change has been crucial. For example, when I led the Global Go-To-Market strategy for Newell in China and Southeast Asia, we encountered significant unknowns and ambiguity. By adapting our approach based on new insights and market feedback, we were able to successfully navigate those challenges and achieve outstanding results.
• Data-Driven Decision Making: Throughout my career, I’ve consistently relied on solid data and analytics to guide my decisions. This was especially important in my work across various teams, where we leveraged AI and machine learning to optimize strategies. Using data-driven insights, we were able to create more effective, efficient solutions that significantly improved performance and drove better business outcomes.
• Customer-Centric Focus: Understanding and prioritizing customer needs has always been at the core of my leadership approach. This was particularly evident during my time at Sears, where I led initiatives to revitalize our marketplace by putting sellers at the heart of our strategy. This focus on customer needs helped drive growth and foster lasting relationships.

Do you have any mentors or experiences that have particularly influenced you?

I’ve been fortunate to have many seasoned tech industry professionals as mentors, each offering invaluable insights into strategic thinking, leadership, and navigating complex business challenges. Their guidance has not only honed my decision-making skills but also instilled in me a commitment to lifelong learning and adaptability.

Key experiences, such as spearheading the global Go-To-Market strategy for Newell in Asia and accelerating the growth of the Sears Marketplace, have been pivotal in shaping my professional journey. These initiatives underscored the importance of thorough market research, customer-centric strategies, and the ability to adapt to diverse market conditions. Successfully leading such large-scale projects across different industries has bolstered my confidence in managing complex operations and fostering growth.

Working in cross-functional teams across organizations like Meta and Microsoft has further broadened my perspective. These collaborations have enhanced my ability to lead diverse groups and reinforced the critical importance of effective communication, empathy, and teamwork in driving business success.

Throughout my career, I’ve remained dedicated to continuous learning, whether through formal education or professional development. This commitment has provided me with a solid foundation in technology and strategy, helping me stay ahead of industry trends and apply innovative solutions to evolving business challenges.

Collectively, these mentors and experiences have been instrumental in shaping my career, fostering a strategic mindset, strong leadership abilities, and a comprehensive understanding of the tech industry landscape.

What have been the most effective tactics your organization has used to accelerate product led growth?

To accelerate product-led growth, I’ve implemented several effective tactics throughout my career, each tailored to the product and its stage of growth. One of the most impactful strategies is establishing robust customer feedback loops. By gathering continuous insights from real user experiences, we can quickly iterate on product features and address pain points, leading to improved user satisfaction and engagement.

Leveraging data-driven development has been another cornerstone. Using analytics to inform decisions, we optimize product features to drive higher engagement and retention rates, ensuring that our offerings consistently meet evolving user needs. Additionally, offering freemium versions or free trials has proven effective in attracting a wide user base and showcasing the product’s value. This approach not only increases user acquisition but also creates a clear path for converting free users into paying customers.

A comprehensive onboarding process and user education programs play a critical role in accelerating time-to-value. By helping users understand the product quickly and effectively, we ensure a seamless transition from new users to active, loyal customers.

Building cross-functional growth teams focused on acquisition, activation, retention, and monetization is key to aligning efforts across departments. These teams work collaboratively to hit significant growth milestones while maintaining a cohesive strategy.

Lastly, we prioritize iterative product improvements and frequently release updates based on feedback and market trends. This ensures that our products remain competitive, relevant, and aligned with the changing needs of our user base.

These strategies collectively enable us to drive sustainable product-led growth, balancing rapid iteration with long-term user retention and engagement.

What do you see as the biggest challenge with respect to scaling a product-led business?

In my opinion, the top three challenges in scaling a product-led business are:

• Maintaining Product Quality and User Experience: As the user base grows, it becomes increasingly difficult to maintain consistent product quality while scaling. The challenge lies in balancing rapid growth with preserving the core value of the product. Companies must continuously evolve their product to meet the changing needs of users without compromising on quality, all while managing the complexities that come with larger operations.
• Transitioning from Early Adopters to the Mainstream Market: Early users are often more forgiving and excited about innovation, but mainstream users have higher expectations and require a more polished experience. The challenge here is adapting both the product and messaging to appeal to a broader audience. This often requires refining product features, rethinking marketing strategies, and enhancing customer support to cater to a more diverse and demanding user base.
• Building a Sustainable Revenue Model: Many product-led businesses initially rely on freemium or low-cost models to attract users. The challenge is in converting these free users into paying customers at scale. To achieve this, companies must find the right balance between offering free value and incentivizing upgrades to premium features. The transition to paid plans must be compelling, seamless, and clearly demonstrate the added value to drive sustainable revenue growth.

What, in your view, is a good litmus test to screen for a skilled and effective growth manager?

When screening for a skilled and effective growth manager, it’s essential to identify individuals who can drive sustainable business growth through a combination of data-driven strategies, cross-functional leadership, and innovative thinking. In my view, these are the top three qualities to look for:

• Data-Driven Mindset and Analytical Prowess: A strong growth manager excels in data analysis, interpreting complex metrics, and transforming insights into actionable strategies. Look for someone proficient in using analytics tools, A/B testing, and performance tracking to inform decision-making. They should have a proven ability to leverage data to optimize growth tactics and improve business outcomes.
• Cross-Functional Leadership and Communication Skills: An effective growth manager must be able to orchestrate collaboration across various departments, from product and marketing to sales and customer success. They should have exceptional communication skills, the ability to influence diverse teams, and a history of aligning stakeholders towards common growth objectives. A demonstrated track record of leading cross-functional initiatives is critical.
• Creativity and Adaptability in Growth Strategies: A great growth manager is innovative and adaptable, always staying ahead of industry trends and developing creative growth tactics. They should have the ability to experiment, learn from outcomes, and swiftly adjust strategies in response to evolving market conditions. Their capacity to balance creativity with data-backed decisions is key to driving long-term growth.

Can you describe a product growth tactic you or your team has used that was more effective than you anticipated? What was the goal, how did you execute, and what was the outcome?

At Sears Holding Corporation, we implemented a highly effective product growth strategy aimed at boosting seller adoption and reducing churn on our third-party marketplace. Our focus was on optimizing the onboarding experience to ensure a smooth transition for new sellers and providing them with the tools to succeed long-term.

We launched an incentivized onboarding campaign that operated much like a freemium model — offering new sellers reduced commission fees for the first year. This allowed sellers to experience the benefits of the platform before committing to the marketplace fee or Seller take rate . Additional perks, such as In-Store Product Displays, provided further incentive for sellers to join the platform.

To support this initiative, we invested heavily in educational resources, including personalized onboarding assistance, a dedicated helpdesk, and comprehensive webinars and guides. These resources ensured sellers could effectively optimize their listings, navigate the marketplace, and quickly realize value from the platform.

The results exceeded our expectations: we more than doubled the number of new sellers, significantly reduced seller churn, and saw improvements in seller engagement and satisfaction. Key performance indicators included an increase in active sellers and product listings, reduced bounce rates, improved conversion rates, lower Customer Acquisition Cost (CAC), and a higher Net Promoter Score (NPS) among sellers.

These efforts collectively led to multi-million dollar revenue growth and significantly strengthened Sears’ position in the competitive eCommerce marketplace.

What advice would you give to a startup looking to scale its product-led growth?

For a startup looking to scale product-led growth, focus first on nailing product-market fit — make sure your product solves a real problem for your users. Streamline onboarding so new users can quickly experience the core value, and consider using freemium models or free trials to attract them. Invest in data and analytics early to track behavior and optimize your product based on real insights. A cross-functional growth team that aligns product, marketing, and engineering efforts is key to scaling effectively. Lastly, prioritize retention over acquisition — keeping users engaged and satisfied is far more sustainable for long-term growth than chasing constant new users.

Thank you for all of that. Here is the main question of our interview. Based on your experience, what are your “5 Best Ways to Drive Product Led Growth?

Certainly! But before diving in, it’s important to distinguish Product-Led Growth (PLG) from traditional sales-led models. In PLG, the focus is on allowing the product itself to guide the buyer’s journey, offering potential customers a hands-on experience that helps them discover the product’s value firsthand. While sales still play a role, the priority is on building products with an exceptional user experience and providing a free trial or freemium version to drive adoption.

Here are my five best ways to drive product-led growth:

1. Focus on Product-Market Fit: Ensure that your product addresses the key pain points and needs of your target market. Continuously gather user feedback and iterate on the product to stay closely aligned with customer expectations.
2. Optimize the Onboarding Experience: Design a smooth, engaging onboarding process that helps users quickly grasp the product’s value. Offer clear instructions, in-app guidance, and educational resources to move users seamlessly from new to active.
3. Leverage Freemium Models or Free Trials: Providing a freemium version or free trial allows users to experience the product before committing to a purchase. This boosts conversion rates by demonstrating the product’s value firsthand.
4. Implement In-Product Engagement Strategies: Use in-product notifications, personalized recommendations, and targeted features to drive engagement. These strategies enhance the user experience and encourage deeper exploration of the product’s offerings.
5. Encourage User Referrals and Word-of-mouth: Create referral programs or incentives that motivate existing users to recommend your product. Word-of-mouth marketing is powerful for expanding your user base and building trust through genuine recommendations.

What is the number one mistake you see product marketers make that may actually be hurting their growth outcomes?

The number one mistake product marketers often make is failing to deeply understand their target audience’s needs and pain points. Without a clear understanding of what drives their customers, marketers risk creating messaging, features, or campaigns that don’t resonate, resulting in poor engagement, lower conversion rates, and missed growth opportunities.

For example, if marketers focus on the features they believe are important without validating them through real user feedback, they may invest resources in areas that don’t align with what customers actually want or need. This disconnect leads to ineffective marketing efforts, wasted budgets, and underwhelming growth results.

To avoid this, product marketers must ensure a thorough understanding of their audience by conducting market research, gathering customer feedback, and continually aligning marketing strategies with evolving user needs. By staying attuned to their audience, marketers can deliver more relevant, impactful campaigns that drive stronger engagement and sustainable growth.

How do you approach building a customer-first product roadmap?

Building a customer-first product roadmap begins with a deep understanding of user needs and pain points, gathered through continuous feedback, data analysis, and market research. I prioritize features that directly enhance the user experience and address real challenges, while ensuring alignment with the company’s broader business objectives. It’s essential to balance immediate customer demands with a long-term strategic vision, ensuring that every decision is rooted in customer insights while also driving future growth. Regular iteration, coupled with transparent communication with stakeholders, ensures the roadmap remains flexible, enabling us to adapt quickly to evolving customer needs and market shifts.

It has been said that our mistakes can sometimes be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

Early in my career, I made a mistake when I sent out a promotional email with a broken link. The mistake was spotted almost immediately, and while it was a bit distressing as I was new to the role, I kept my cool. I quickly sent out a follow-up email with the correct link and a sincere apology. This approach not only helped to mitigate any frustration but also demonstrated my dedication to always think about the customer first.

From this experience, I learned a crucial lesson: mistakes are invaluable opportunities for growth. By staying calm and having a proactive plan for addressing issues, you can effectively manage errors and turn them into positive learning experiences. This incident reinforced the importance of preparation and resilience, guiding me to develop a comprehensive checklist and response plan for handling such situations in the future.

We are very blessed that very prominent leaders read this column. Is there a person in the world or in the US with whom you would love to have a private breakfast or lunch, and why? He or she might just see this if we tag them :-)

I would be truly honored to have a private meal with Melinda Gates. As co-chair of the Bill & Melinda Gates Foundation, she has shown remarkable leadership in tackling some of the world’s most pressing challenges, particularly in healthcare, education, and gender equality. I greatly admire her strategic thinking and her commitment to empowering women and girls around the globe. Her approach to solving complex global issues through effective altruism and leveraging technology for social impact is incredibly inspiring.

There are many prominent leaders, but Melinda’s unique combination of business acumen, technological insight, and humanitarian vision makes her an ideal person to learn from. I believe her perspective would offer invaluable insights, and I would love the opportunity to explore how we could collaborate on initiatives aimed at driving positive global change.

Thank you so much for this. This was very inspirational, and we wish you only continued success!