Aastha Gaur

What they show

A site with almost no product work on it. The homepage is a leadership statement (leading with mindfulness, intuition, creativity and compassion; the belief that managers shape careers and should actively guide them; tools she built for performance evaluations and career conversations). The About page states scope plainly: 15+ years, a 100+ person team spanning design, research, UX engineering, content strategy and conversation design, three UX Directors reporting to her across the US and India. The Writing section is tagged 'Management 101' and 'Management 102' and covers new-manager tips, team rituals, a four-pillar model for team culture, and what it was like to start leading a team the day mandatory WFH began. A Features page collects press, podcasts and speaking.

Why it works at this level

At a certain scope, showing the work becomes impossible and slightly beside the point, and Aastha's site is honest about that. What it shows instead is how she thinks about the people problem, and it shows it at length and with structure: the writing reads like an internal curriculum she'd hand a new manager. That's the artifact a senior leader actually produces. The scope statement on the About page (team size, disciplines, number of directors) is the leadership equivalent of a case study's metrics block, and it's stated once, clearly, without a screenshot in sight.

What to steal

State your scope as a fact: headcount, disciplines, how many managers report to you, which geographies. If you've written anything you'd give a new manager on their first day, publish it and tag it by level. Consider writing your leadership philosophy as a set of beliefs about what managers owe their people, rather than adjectives about yourself.

What I'd change

One thing I'd push on. Every site here is good; this is the note I'd send the author.

There is nothing on the site showing what her teams have shipped, even at the level of 'we own these product areas.' One short paragraph of product context would let the leadership writing land harder for readers outside Google.