Seemant Kulleen

Seemant Kulleen

I build product organizations that outlast me.

The support org I built at Brontes was the only function retained when 3M shut the company down. The developer community I scaled at Gentoo Linux — from 12 to 250 — is still shipping 25 years later. The acquisition channel I unlocked at New Relic grew 4x without new product investment.

I do this by seeing organizational systems that others don't, fixing the structure instead of the symptoms, and building teams that sustain themselves.

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25 years of org building — open source communities, startup launches, enterprise turnarounds, and growth-stage companies.

What I Do

I take over product and operations functions that have stalled, are leaderless, or are structured wrong — and I rebuild them into high-performing organizations.

Org scaling

Grew the Gentoo Linux project from 12 developers to 250+ by taking the unsexy work nobody wanted, using that vantage point to identify gaps, and building contributor pipelines from the user community. No positional authority — just the ability to see the whole system and build the structures to fill it.

Org building

Built support from zero at Brontes across the US and 5 European countries. Grew and mentored PM teams at New Relic. Created career paths that stopped attrition at Engine Yard — 22 of 23 engineers stayed through a planned outsourcing.

P&L ownership

Turned a 23-person support org from outsourcing target to $1M annual profit center with full budget, headcount, and revenue accountability. Promoted to Head of Product after demonstrating what the org could do under real executive ownership.

Executive turnarounds

Took over five leaderless infrastructure teams at Gap during a leadership vacuum. Stopped attrition, resolved cross-org hostility, and delivered mission-critical platforms for PEAK weekend — twice. Identified and eliminated $5M in sales operations waste at Checkr by connecting teams that had never seen each other's problems.

Case Studies

Twenty-five years of org building — open source communities, startup launches, enterprise turnarounds, and growth-stage companies. Every case study here is a situation where an organization had stopped working and needed to be rebuilt.

Restructuring a 23-Person Support Org into a Profit Center

Engine Yard · Director of Customer Support → Product Lead

I took over a demoralized, 100% remote support org targeted for outsourcing. I diagnosed career stagnation as the root cause, not performance. I rebuilt incentive structures, created engineering rotations, and reframed support as a revenue driver. Full P&L ownership: budget, headcount, vendor contracts.

org design P&L ownership team turnaround team building
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Four Leaderless Teams, a Hostile Architect, and Two Years at Gap

Gap Inc. · Director-Level Engagement

Four leaderless teams, a hostile architect, and two years at Gap. I took over four demoralized cloud infrastructure teams after the director departed, turned them around, and earned enough trust that a second director handed me his problem team — the one that had been stonewalling the org's 130-team observability migration. I delivered the migration before PEAK.

team turnaround trust-building conflict resolution
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Building Customer Support from Zero — Then Defending It from 3M

Brontes Technologies / 3M · Support Engineer → Head of Customer Support

Brontes had built a 3D dental scanning device and hadn't thought about support at all. In a meeting with the CEO and COO, I asked 'what about support for these?' They looked at each other. I said I'd run it. That was the entire handoff. I built the function from scratch — hired for disposition over credentials (bartenders, not Linux engineers), scaled across the US and five European countries, and ran our own 1-800 support line out of Lexington, MA. After the 3M acquisition, St. Paul kept trying to shut our line down and centralize support. I fought them on it for three years, eventually negotiating a redirect in their phone tree that routed calls straight back to us. When 3M shut down Brontes, my team was the only function they kept.

org building hiring philosophy defending autonomy within a parent company
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4x User Acquisition by Giving Marketing Control of the Funnel

New Relic · Senior Product Manager (Growth)

Engineering owned the Instant Observability site — a key acquisition funnel — but didn't want it. Marketing needed to optimize it but couldn't touch it. The site was built on a static generator that made every change an engineering ticket. I transferred ownership to marketing by moving the platform to a CMS, created shared KPIs so both teams had skin in the outcome, and got engineering out from under an albatross they'd been carrying for years. Marketing could finally run the funnel. Engineering could finally stop babysitting it.

ownership restructuring cross-functional unblocking
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Scaling a Developer Community from 12 to 250

Gentoo Linux · Core Developer & Developer Relations Lead

This is the same approach that produced every case study above, twenty years earlier, with 250 developers — the largest org I've ever built, and it's still going.

org scaling talent pipelines community building crisis leadership
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