Building products that connect
customer needs, business goals, and execution.

I help organizations transform complex business problems into digital products that deliver measurable value. With nearly eight years of experience leading enterprise product design, I collaborate closely with engineering, business, and stakeholders to shape strategy, prioritize opportunities, and deliver products that matter.

Selected Product Initiatives

Good product decisions happen at the intersection of customer needs, business priorities, and execution. I focus on finding the right problems, making the right trade-offs, and turning decisions into outcomes.

One speaker-bureau platform for 17 roles

Seventeen roles, 38 document types per program, one MVP. Cutting a pharma speaker-bureau backlog down to the one flow every role touches.

Outcome

3 → 1Systems reconciled (target)
17Roles on one system (client-reported)

Problem

Seventeen roles touch a single speaker program (rep, manager, speaker, coordinator, compliance, accounting, auditor), each with its own approval gate and its own definition of "done". Mapped end to end, the work spread across 13 workflow areas, all of it competing for one MVP.

I cut the backlog to the program-request spine, the one flow all 17 roles touch, and shipped the four roles that own it end to end. What I deferred was every role that only reads the record: attendee self-service, auditor tooling, the rookie onboarding track. The trade was reach for coherence: fewer roles served, but no half-built approval chain in production.

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Speaker-bureau platform screens: the program budget dashboard

Getting consumer lending off the counter

Vietnam's third-largest consumer lender originated every loan at a counter. Reframing a four-goal client brief down to one problem, then shipping it.

Outcome

5h → 2hApproval time (target)
8 → 1Signatures (client-reported)

Problem

HD Saison originated 100% of loans in-branch. It was the only lender in its five-company peer set with no digital path at all, while rivals ran 66–86% offline and the market grew 23.7% a year. Borrowing meant a 3–5 hour visit and eight separate signatures.

I reframed a four-goal client brief around one problem (get origination off the counter) and sequenced OTP e-signature first, because nothing downstream works while a branch visit exists to collect eight wet signatures. What I killed was remarketing, ranked equally by the client: you cannot retarget a base you can only reach in a branch. The app shipped in May 2022 and is still live four years on, with e-signature in HD Saison's production flow today.

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HD Saison consumer lending app screens

Holding six products together through a platform change

A Layer 1 blockchain running six product surfaces at once. Running the design function across all of them, and defining products with four engineering groups.

Outcome

14.5M+Smart contracts (published)
141K+Active addresses (published)

Problem

Aura ran as a permissioned CosmWasm chain built for NFTs. Onboarding a team meant teaching them an unfamiliar stack, behind an approval gate, so the addressable developer pool was a fraction of the EVM world's.

I chose a dual-environment upgrade over a full migration: EVM alongside CosmWasm, widening the developer funnel without breaking the dApps already live. The price was a known address seam I shipped visibly rather than hold the release for. What I killed to pay for it was the NFT-first consumer roadmap.

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Aura Network dApp screens: wallet, bridge and swap

The visit tool that couldn't leave the desk

An internal tool old enough that nothing could be attached to it and nothing could be done away from a desk. Thirty-six usability defects, a redesign, and a place inside the company super app.

Outcome

42%Cut in time on the main task (estimated)
36 / 36Audit findings addressed (counted)

Problem

The tool that planned every client visit was old enough that nothing could be attached to it and nothing could be done away from a desk: no way to capture what a customer said mid-visit. A five-day audit across five modules found thirty-six usability defects, one of them critical, on the screen managers open most.

I narrowed the redesign's scope to one role (the manager, on desktop and mobile) rather than rebuild it for all five roles the tool served. What I deferred was every other role's version of the same screens. The trade held: the tool now runs inside the company super app.

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Customer visit management tool: the redesigned trip overview

“ The best products are rarely the result of great ideas alone. They come from understanding customers, making thoughtful decisions, and helping teams move in the same direction. That belief shapes how I approach product decisions, from understanding the problem to measuring the impact. ”

Understand the Customer

Transforming customer insights into product opportunities with clear business value.

Make Better Decisions

Prioritizing opportunities by balancing customer value, business goals, and technical feasibility.

Align the Team

Leading cross-functional collaboration to move ideas from discovery to delivery.

Own the Outcome

Measuring whether what we build creates meaningful product and business value.

At a Glance

7+ YearsBuilding digital products
10+Enterprise initiatives
5Industries