At SmartNews, we recognize employees who embody our Core Values at an exceptional level in their everyday work as “SmartNews Igniters” at our company-wide meeting. This time, we interviewed Achmad Gazza Putra (aka Gazza), a Product Manager on the Ads Product team, who has led the organization through outstanding cross-cultural, cross-functional collaboration and a data-driven approach.

How has he aligned two key metrics that can seem difficult to reconcile—maximizing advertising revenue and improving the user experience—and mobilized teams toward the same direction? We took a deeper look at the changes he has witnessed over the past four years at SmartNews, and how he interprets and practices our Core Values.

— Gazza, first of all, congratulations on being selected as a SmartNews Igniter!

Thank you.

— Today we’d love to hear about your journey so far and your passion for your work. To start, could you tell us why you decided to join SmartNews four years ago?

The biggest reason I joined was that I deeply connected, from the bottom of my heart, with SmartNews’s mission: “Delivering the world’s quality information to the people who need it.” I believe that access to quality information enriches people’s decision-making and broadens their perspectives—and it has the power to open up new opportunities.

I was also strongly attracted to SmartNews’s global, diverse organizational culture. After studying computer science in Indonesia and gaining experience at Indonesian startups such as Gojek, I came to Japan—but SmartNews operates its business in two completely different markets: Japan and the United States.

For me as a PM, it felt incredibly exciting to be in an environment where I could collaborate with people from diverse backgrounds—without being limited to a single local perspective—and create a big impact both socially and commercially.

— After you joined, we faced COVID and remote work, and there were also challenges like collaborating with U.S. teams across time zones. Wasn’t that tough?

Yes. Navigating across Japan and U.S. time zones sometimes required coordination, and it took me a little time to get used to it. But what I learned through that experience was the importance of clear and specific communication.

If you don’t continuously make the goal visible—where the team is heading, and why the work is necessary—intent won’t come through, and you can end up with output that lacks purpose. That tough experience strengthened the foundation of how I collaborate with teams.

— You really embodied “clarity” and “will”—the foundations of our culture—by facing real challenges on the ground.

— I believe a major part of your role today is aligning cross-functional teams such as Ads Product and Consumer Product. How do you lead teams with different priorities?

In product development, each team has different perspectives and goals. For example, one approach focuses on driving sustained business growth, while another focuses on enriching the user experience day by day. At first glance, these may look like a puzzle that’s difficult to solve.

That’s exactly why we need to find a data-driven optimal balance—one that prioritizes user trust and comfort above all, while also supporting the company’s overall sustainability.

— With each side having its own goals, reaching agreement can’t be easy. How do you build trust and alignment with others?

What I rely on is one of our Core Values: Outcome Obsession. “Outcome” doesn’t mean simply improving my team’s numbers—it means realizing our ambitious mission of delivering quality information to the people who need it around the world. I keep that shared Outcome at the center of every discussion: supporting the company’s business foundation while delivering the best possible user experience.

In practice, I don’t rely only on formal meetings. Beforehand, I go directly to each team and thoroughly listen to the concerns and honest opinions people have on the ground. I do research in advance, visualize all perspectives and issues, and then continue the dialogue—showing why we’re taking a certain approach with data.

Even if the final decision doesn’t perfectly satisfy everyone, if people feel their voices were sincerely heard during the process and that the decision was made for our shared mission, the team can move forward strongly in one direction.

— That’s wonderful. Rather than dismissing the process, your deep commitment to outcomes is exactly why you value the “gritty” work—research and dialogue—more than anyone. It’s a true embodiment of Outcome Obsession.

— How do you interpret and put into action another Core Value, “Nothing is Somebody Else’s Problem,” in your day-to-day work?

For me, “Nothing is Somebody Else’s Problem” means that when I identify an organizational issue, regardless of whether it falls within my formal area, I take responsibility and proactively step forward for the success of the organization as a whole.

When a problem or error occurs, I don’t focus on assigning blame. Instead, I approach it with genuine curiosity: “Why did this happen?” I involve all stakeholders—PMs, data scientists, sales, engineers, the yield management team, and others—and focus on future solutions: “How can we do better next time?”

I’m convinced that not fearing ambiguity, committing to fundamental solutions beyond team boundaries, and working through issues together deepens trust and is the best way to maximize organizational output.

— Not leaving it as “someone else will handle it,” but picking it up yourself and solving the root issue—that’s exactly the professionalism of SmartNews. You joined four years ago and have seen the company mature over time. How do you feel about the evolution of the organization?

Over the past four years, I feel SmartNews has matured into a more focused and disciplined organization. Our ability to prioritize projects and evaluate new opportunities has improved dramatically.

However, even as the organization has “grown up,” we haven’t lost what matters most: our startup spirit. A fast-paced way of working, open discussion, and a culture where people demonstrate ownership beyond their role are still alive and have been continuously carried forward.

— Looking ahead, what initiatives or aspirations do you want to take on within the Ads Product team?

Across the industry, the landscape is changing: the role of third-party data is evolving, expectations for privacy transparency are rising, and first-party data and trusted partnerships are becoming increasingly important.

Personally, I want to help explore a more sustainable model of monetization—one that protects user trust and privacy, while making advertising more relevant and valuable in the overall information experience.

— Lastly, do you have a message for future teammates and candidates who are considering joining SmartNews?

SmartNews is a highly rewarding environment for people who want to take on socially meaningful, complex, high-difficulty problems—and for those who enjoy “ambiguity” in a positive way and want to move with ownership.

We’re looking for teammates who can take a bird’s-eye view of not-fully-defined challenges, connect day-to-day work to the company’s mission, and collaborate cross-functionally. Let’s build the next new era together.

One last thing: this Igniter award is not something I achieved alone. It’s only possible because of the incredible teammates who have worked alongside and supported me every day. I want to share this honor with the whole team. Thank you very much!

— Your constant appreciation for the people around you is one of the reasons so many colleagues trust and respect you. Gazza, thank you so much!

Interview/Photography: Inside SmartNews Editorial Team (Rachel Aoki)
Translation/Editing: Inside SmartNews Editorial Team (Yamautsuri)