From engineer to AI Product Manager.

The connective layer between engineering and product — partnering with the Product team on roadmap prioritization and requirement definition, building on the discovery, PRD, and backlog work below.

Identified thin legacy coverage (~5-10%) as a release-quality risk. Scoped and drove the initiative, defining success metrics and running iterative feedback loops with the engineering team.

Owned the business case and rollout plan, sequencing work module-by-module with acceptance criteria at each stage, using the new coverage as a safety net.

Defined and prioritized a triage tool grounded in historical ticket data for the support team, measured against a clear before/after baseline.

Ran a 3-vendor evaluation and built the cost/TCO case behind a company-wide infrastructure migration decision, leading a 4-5 person team.

Owned the roadmap and delivery backlog for a strategic account for 2 years — customer discovery calls, PRDs, prioritizing scope.

Diagnosed scroll lag on high-volume billing screens, benchmarked consumer-app patterns, and defined the fix.

Diagnosed slow, database-heavy billing queries as a scalability blocker and defined a dynamic filtering approach.

Flagged a backend-only sync design as a data-integrity risk with third-party systems and redefined it as a user-driven flow.

Prioritized automated expiry alerts and a digital audit workflow into the roadmap.