Interview with AVOW’s Senior PM, Vijeta Ojha
In the latest of our Meet the A-Team series, we speak with Vijeta Ojha, Senior Product Manager at AVOW, who operates at the intersection of technology, supply, and client success to build the systems powering our global growth engine. From bridging advertisers and OEM ecosystems to balancing immediate delivery with long-term strategy, Vijeta shares how clarity, speed, and comfort with complexity shape her approach to product, all fuelled by a morning chai.
The AVOW Product Layer
As a Senior Product Manager, you are often the architect of the frameworks that power our success. How would you describe the “AVOW magic” from a product perspective to someone curious about how we build for the mobile OEM space?
The magic, honestly, is in the layer we occupy. AVOW sits between advertisers who want real, high-quality installs and OEM ecosystems – Xiaomi, OPPO, Samsung – that have deeply embedded, pre-install and system-level touchpoints most advertisers don’t even know exist. From a product perspective, what we’ve built is the connective tissue that makes those two worlds talk to each other cleanly. AVOW has had to deeply understand both sides – the performance KPIs advertisers care about and the technical constraints and commercial models OEMs operate within – and build workflows, tooling, and integrations that bridge that gap without friction. That’s not something you can replicate overnight. It takes relationships, domain knowledge, and a product mindset that’s comfortable with complexity.
Balancing Today and Tomorrow
Product Management is a balancing act between long-term vision and immediate technical needs. How do you prioritize the product roadmap to ensure AVOW stays ahead in the rapidly evolving mobile advertising landscape?
I think about it in two layers. There’s the “keep the engine running” layer – the operational and technical needs that directly affect campaign delivery, billing accuracy, and client experience – and then there’s the “build the moat” layer, which is about staying ahead of how the OEM advertising ecosystem is evolving. The prioritization tension between those two is real, and I won’t pretend it’s always clean. What helps me is staying very close to our Supply, demand and tech teams so I can sense early when something is becoming a bottleneck versus a genuine strategic opportunity. I’d rather make a slightly imperfect call quickly than wait for perfect information and lose ground.
Designing for a Global Team
You sit at the intersection of our technical capabilities and our client-facing teams. How does working with such a diverse, global team at AVOW influence the way you design the internal tools and processes that make our services possible?
It shapes everything. When your team spans multiple time zones, languages, and functional backgrounds – tech, supply, client success – you can’t design processes that only make sense to one group. I’ve learned to treat internal tooling and process design the same way you’d treat a product for an external user: start with who actually has to use it, what context they’re working in, and where the handoffs break down. At AVOW, that’s meant being really deliberate about reducing ambiguity in cross-functional workflows – because when something is unclear, the cost isn’t just a support ticket, it’s a miscommunication that ripples across time zones and layers before anyone catches it.
Building What Actually Gets Used
Strategizing for global clients requires both deep focus and constant collaboration. What does your ideal work environment look like when you’re designing the next big internal framework?
I need a mix of deep focus time and access to the right people. The early stages of framework design – where I’m mapping out the logic, the edge cases, the stakeholder dependencies – those need quiet and uninterrupted thinking time. But I’ve found that the frameworks that actually get adopted are the ones shaped through early conversations with the people who’ll live inside them. So my ideal setup is: heads-down first half to build the structure, then short, targeted conversations with teammates to pressure-test assumptions before anything gets formalised. The worst thing you can do is design something in isolation and present it as finished.
Beyond Product
If you weren’t a Senior Product Manager, what would be your ‘impossible’ dream job?
A diplomacy and policy role – working at the intersection of technology, clean energy, and how cities actually get built and run. Smart cities, cross-border infrastructure, using tech to solve problems with real human stakes. The kind of work where what you decide ripples into how millions of people live. I’m drawn to it because that space needs more people with operational and product instincts – and I think I’d like to imagine having something real to contribute.
Focus vs Flow
Home office zen or the buzz of the office? What does your ideal deep-work environment look like?
Both, genuinely – but for different things. Deep work, early thinking, building something from scratch? That’s home, mornings, no notifications, something warm to drink. I need stillness for that kind of work. But I’m not someone who thrives in full isolation either. The office gives me energy for the messy, collaborative stuff – pressure-testing ideas, reading the room, moving fast cross-functionally. My ideal setup is probably: protect the mornings fiercely, then show up for the rest.
The “Lightning Round”
Standardized processes or bespoke client solutions? Standardized foundations, bespoke on top. Non-negotiable.
Automating a task or refining a strategy? Automate/Delegate the task so I have time to refine the strategy.
Morning coffee or Afternoon tea? Morning chai, always, Office coffee.
A complex data set or a clear visual roadmap? Give me the data. I’ll make the roadmap. 😀
Want to work alongside awesome people like Vijeta?
We’re always on the lookout for driven, curious, and collaborative talent to join the A-Team. Check out our open roles and find out what it’s like to build a career at AVOW at avow.tech/careers.
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