Mayank Nayar

I constantly oscillate between sharing in-progress work and completed work. This means I'm long overdue to share some exciting updates on Wonderment Delivery Promise, our pre-purchase ETAs product. Wonderment now supports Rules for transit estimations and fulfillment estimations to allow you to account for per-product ETA customizations (like embroidery and engraving), warehouse delays, or other events that would impact coming estimates. Here's a quick demo of how you can use them for communicating pre-orders, backorders, and delays: https://lnkd.in/eb88vmcu

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FINALLY!! In addition to the push from government, wall street, and customers, there is now a push from employees too!! In a bold move, over 1,000 Amazon (India) employees are raising concerns about the company's rapid AI expansion. They're calling for sustainable practices and ethical guidelines to protect jobs and the environment. (You can read more about their demands here: https://lnkd.in/gxrnRZKs) It's crucial for tech giants to balance innovation with responsibility. As we embrace AI, let's ensure it's a force for good, not a source of harm. What are your thoughts on this?

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Praveen Neppalli Naga, Uber's CTO, was kind enough to join us a few weeks back (continued from what my Partner, Ganesh Srinivasan previously shared) to walk us through his philosophy on building operationally complex AI systems. And as always, it all leads back to fundamentals. Even the best AI model can’t outrun a messy data stack. As Praveen put it, scalability isn’t a function of model sophistication; it’s a function of data quality, flow, and freshness. Any cracks in that foundation will eventually become the true bottleneck to innovation. This was just one snippet among many learnings, and it was such a pleasure speaking with Praveen. Thank you again to him and the Uber team for the warm welcome at their offices. I'll be keeping this lesson top of mind as Ganesh and I head to #NeurIPS2025 this week. We're excited to see what innovation is around the corner. Please reach out if you’d like to chat. We’d love to meet up on the convention floor.

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Some of the most meaningful engineering work happens in unexpected places. Rivian’s haptic steering wheel is a great example of a this—a meaningful innovation we didn't realize we needed! But one use and it's obvious this is a leap forward in usability. Vidya Rajagopalan, Rivian's SVP of Electrical Hardware, and her team blended hardware and software to build an adaptive system that gives drivers control and tactile feedback without distraction. It’s elegant engineering and an experience that feels immediately intuitive. Follow along for more: https://lnkd.in/gJUq4xyW

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🤝 Mentorship in Action After my last post on unlearning old skills to grow as a leader, a few people asked what I did keep through those transitions. For me, the answer is simple — mentorship. It’s been the constant across every stage — and honestly, as much about learning as teaching. It reminds me of sports: even the best athletes have coaches, not because they lack skill, but because great coaching builds perspective and resilience. Mentorship does the same for teams — it brings out their best. Early on, I thought mentorship was about giving answers. Over time, I learned it’s about creating space for others to find their own. Now, seeing someone I’ve coached step into leadership is the most rewarding part of the journey. As my org grew, mentorship evolved into a different kind of conversation — connecting with people several layers away. That’s where skip-levels started changing how I lead. More on that soon. ⸻ #Leadership #Mentorship #Growth #CareerJourney

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Had a great time attending the Product Thinking and the Future of EPD(Engineering, product and Design) as an Engineering Leader event hosted by ELC today! A big thank you to ELC and Commure for organizing this thoughtful and engaging session—and to the amazing panel, including Dhruv Parthasarathy, Nissim Lehyani, James Tyack,Patrick Gallagher, for sharing their candid insights on how the traditional boundaries between Engineering, Product, and Design are rapidly evolving in the age of AI. Here are a few takeaways that really stuck with me: 🔹 Companies are shifting away from static PRDs and increasingly using prototypes as a discovery tool—validating ideas with customers early and often. 🔹 Hiring is changing: it’s less about checking boxes and more about finding problem solvers and clear thinkers who can adapt and lead. 🔹 When it comes to LLMs, everyone has their own “AHA moment.” Until then, keep exploring. You’ve essentially got the smartest person in your pocket—start using it to solve real problems. Excited to bring these insights back to my team and continue experimenting at the intersection of product, engineering, and AI! #EngineeringLeadership #AI #ProductThinking #ELC #LLM #TechLeadership #Prototyping #EPD

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Jeff Bezos always speaks LAST in meetings. Why? I learned this during my time at Amazon. Jeff realized that when he spoke first, even his most senior leaders started to hold back their ideas. They would think "hmm, maybe Jeff's right" and not share their perspective. It's one of the simplest but most brilliant principles that you know Jeff brought into the culture at Amazon when I was there, which was all about giving people a voice and making them feel heard. It's still my # 1 principle that great employee experience programs are built on. Too many organizations accidentally silence new ideas from junior or front line team members because they maintain a traditional hierarchy model at work. Ex: the more senior you are? The more valuable your ideas are. ✋🛑 Employee experience is built on 2 way conversations. Not a 1 way top down broadcast from the C suite. During a working session at a conference I attended recently, somebody asked the group I was facilitating, “How should we be thinking about employee experiences that actually scale across different locations, roles, and cultures? Should they be global and equal across the entire org regardless of location or specific to each region/area/ or even down to the department / team level?" My learnings building and launching a global Employee Experience at Amazon. If you were starting from zero, I'd focus on these 3X areas to start: 1️⃣ Start with a global framework, not global rules Kent Energy Services acquired SNC Lavalin's Oil & Gas business, they spent 12 weeks listening to all their employees before creating any programs. The team ran a listening campaign in which they heard from every single one of their employees, holding workshops and surveys. The result? Four core beliefs decided entirely by employees, not executives. 2️⃣ Appoint local employee experience champions Designate regional employee experience leaders who understand the cultural nuances. Their goal is to challenge you and help translate what engagement actually menas in THEIR market. Your "best practices" may not be relevant or engaging the same way globally. Trust your people on the ground to tell you. 3️⃣ Set unified global goals with localized execution Job satisfaction, retention, mobility, and inclusion metrics work globally. But how you drive them needs to be local. Your people closest to the work have the best solutions. That's why you need to empower regions to create their own initiatives that align with and ladder up to your global goals WHILE fitting their unique culture P.S. What would you add?

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🚀 Thrilled to see how our collaboration with eero is making it possible for customers to connect remote sites to AWS with just a few clicks — unlocking secure, scalable connectivity without needing on-site networking experts 🚀

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