Products I've Shipped

Context

Western Union operates one of the world's largest money transfer networks. The kiosk channel — serving customers inside national retailers — was underperforming: the UX was dated, retail expansion was stalled, and customer adoption lagged digital channels.

The Problem

Millions of underbanked customers rely on physical kiosks for international money transfers. The existing kiosk software was built for a different era, creating friction at the point of transaction and making it difficult to onboard new retail partners quickly.

What I Did

• Mapped the end-to-end customer journey across all kiosk touchpoints, identifying 12 high-friction moments that caused abandonment
• Led cross-functional discovery with engineering, design, compliance, and retail ops to define a new product architecture that could scale across partner environments
• Built the partnership framework with Kroger, Brightwell, and Lowe's — aligning on technical requirements, SLAs, and co-marketing commitments
• Prioritized accessibility improvements (multi-language support, larger type, haptic cues) to serve the diverse underbanked population
• Ran iterative pilots across 50 kiosk locations before national rollout, using transaction data and on-site feedback to refine the experience

Key Lesson

Physical-channel product work demands empathy for the environment: kiosks live in noisy, high-traffic retail spaces. The biggest insight was that speed and accessibility aren't trade-offs — optimizing for accessibility (larger tap targets, fewer steps) directly improved transaction throughput for all users.

Context

American Express serves tens of thousands of enterprise clients with payment and expense products. The accounts payable workflow — managing vendor payments at scale — was manual, error-prone, and slow. Finance teams were spending significant bandwidth on reconciliation and approval chains.

The Problem

Enterprise clients were processing vendor payments through fragmented, manual workflows that required multiple handoffs between finance, procurement, and accounts payable teams. Processing delays caused vendor relationship friction and compliance risk.

What I Did

• Conducted discovery interviews with 20+ enterprise finance leads and AP managers to map the pain points across the payment lifecycle
• Defined the product vision for One AP: a unified platform that automated invoice intake, approval routing, and vendor disbursement
• Partnered with risk and compliance teams to build the regulatory framework — ensuring adherence to SOX, PCI-DSS, and enterprise security standards
• Designed a data-driven onboarding flow that reduced integration time by leveraging existing ERP connections
• Built and led a cross-functional team of 8 (engineering, design, data, legal) through a phased rollout to 50+ enterprise clients

Key Lesson

Enterprise product work is as much about trust as it is about features. Finance teams are conservative by necessity — our biggest unlock was building auditability and compliance transparency directly into the product, not as an afterthought. When clients could see every payment step logged and explainable, adoption accelerated dramatically.

Context

Kapital is a treasury and credit platform helping businesses control their cash flow and credit operations. When I joined, the platform was technically functional but struggling with customer retention and limited API connectivity — blocking growth into the enterprise segment.

The Problem

SMB and enterprise clients were churning because the lending experience was opaque: credit decisions felt like a black box, the UI was complex, and integrating Kapital into existing financial workflows required heavy engineering effort.

What I Did

• Analyzed churn data and ran exit interviews to identify three root causes: unclear credit decision reasoning, poor onboarding, and lack of ERP integrations
• Redesigned the core lending UX — simplifying the credit application flow from 14 steps to 6, and adding real-time status visibility throughout the decision process
• Developed an API strategy for integrations with QuickBooks, SAP, and proprietary ERP systems — enabling business clients to automate cash flow and credit operations
• Built financial risk frameworks in collaboration with the data science team, reducing regulatory exposure while maintaining competitive approval rates
• Introduced a hypothesis-driven roadmap process that tied every initiative to a measurable user or business outcome

Key Lesson

Transparency is a product feature. In lending, users don't just want a decision — they want to understand why. Adding explainability to credit decisions was the highest-ROI change we made: it reduced support tickets, improved trust, and accelerated the sales cycle with enterprise prospects.

Context

While exploring the fintech space, I identified a gap: most personal finance tools focused on tracking but offered no community layer. People were sharing financial tips on Reddit and Discord, but there was no purpose-built platform for financial goal-setting and peer support.

The Problem

Many people — especially first-generation wealth-builders — lack access to financial mentors, peer accountability, and relevant resources. Existing tools were either too transactional (budgeting apps) or too generic (social media).

What I Did

• Validated the hypothesis through 40+ user interviews across underserved financial demographics in Mexico and the U.S.
• Defined the MVP: community spaces organized by financial goal type (debt payoff, investing, homeownership), with progress sharing and peer support features
• Built a small founding team and shipped the MVP within 4 months, using a lean tech stack and no-code where possible to move fast
• Ran user testing sessions to iterate on the community dynamics — finding that accountability pairs drove far more engagement than open forums

Key Lesson

Community products live or die by their initial culture. The lesson I carry: seed users aren't just early adopters — they define the norms that every future user inherits. Investing disproportionate time in the founding cohort is the highest-leverage work in a community product's early life.

Context

Fan Demand was an early-stage startup building a platform to help fans discover and book in-person sports and entertainment experiences. The vision was a marketplace connecting fans to premium experiences — VIP seating, meet-and-greets, and exclusive access — that weren't available through traditional ticketing.

The Problem

The live events industry was fragmented: fans had to navigate multiple platforms to find premium experiences, and venues/teams had no scalable way to monetize their excess inventory of experiential packages.

What I Did

• Owned the product roadmap from ideation through beta, working directly with the founding team and early venue/team partners
• Designed the two-sided marketplace model — balancing fan discovery UX with a partner-facing inventory management dashboard
• Ran market validation with 5 sports teams and 3 arenas to define the inventory types and pricing structures that fans would pay for
• Prioritized mobile-first design given the on-venue use case, reducing the booking flow to under 90 seconds

Key Lesson

External shocks are real. When COVID hit, Fan Demand's entire market evaporated overnight. The operational resilience lesson — building for scenarios you can't predict — has shaped how I think about product risk and contingency planning ever since.

Context

Moveminds was an enterprise consulting firm focused on sales and HR transformation for large organizations. My role as Project Manager was my first exposure to structured product thinking — running complex, multi-stakeholder projects for Fortune 500 clients.

The Problem

Large enterprises frequently struggle to translate strategic initiatives into operational change. HR and sales transformation projects often stall due to misalignment between leadership vision, middle management, and frontline execution.

What I Did

• Managed project delivery for 3+ simultaneous enterprise engagements, coordinating across client teams, internal consultants, and external vendors
• Introduced agile sprint cadences to a traditionally waterfall consulting model — reducing delivery cycles and increasing client visibility into progress
• Facilitated executive workshops and stakeholder alignment sessions to surface misalignment early and build shared ownership of outcomes
• Built the internal reporting and tracking infrastructure that let the team manage multiple projects without losing quality

Key Lesson

Clarity and communication are the two most underrated project management skills. The projects that failed almost always failed because of misaligned expectations — not technical complexity. I learned to over-communicate early and often, and to surface disagreement before it becomes risk.