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.

HD Saison: getting consumer lending off the counter

Vietnam's oldest consumer finance company originated every loan in-branch. It became a mobile app for applying, signing and servicing a loan without visiting one.

Outcome

6M+Customers in scope
5h → 2hApproval time (target)
8 → 1Signatures per loan

Problem

HD Saison originated 100% of loans in-branch — 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 lending case study cover

Aura Network: from NFT chain to open L1

A permissioned NFT chain with a closed developer pool became a permissionless, EVM-compatible Layer 1 open to any Ethereum-toolchain builder.

Outcome

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

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 case study cover

A speaker-bureau platform for 17 roles

Pharma speaker programs ran on email, spreadsheets and a legacy portal. They became one multi-tenant platform where a rep, a compliance monitor and an accountant work the same program record.

Outcome

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

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, that came to 496 user stories 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.

Role-by-feature product map for the speaker-bureau platform

iSystem: eight salon apps cut to one spine

A startup was building eight apps at once for three user types. It became one transaction spine — book, check in, pay — with everything else sequenced behind it.

Outcome

8 → 1Parallel apps unified
50 vs 54,000Salons vs market (reported)

Problem

iSystem wanted 20% of a 54,000-salon US market and had 50 salons on the platform — a 220x gap. Against that, one team was scoped to build eight apps in parallel, and the plan gave four of them to the 400 staff and owners while 7,730 customers waited on the other four.

I sequenced the build around the only order the eight apps actually support: check-in is meaningless without a booking, the POS has nothing to total without a check-in, and every owner report is a query over transactions that do not exist until those three ship. What I killed was the remarketing suite — the client's own stated priority — because a retention tool has nothing to retain against on day one. The spine was specced and prototyped; iSystem folded before it reached general availability, so no launch number here is mine to claim.

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iSystem salon platform case study cover

“ 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