How I mapped company workflows, led product and design, and built account management, omnichannel, mobile, and back-office software across a PE portfolio.
Understand how the company worked
I started with the people doing the work. I sat with them, asked them to show me a normal day, and learned which tools they used, where information came from, and where it went next.
This gave me a map of the company from end to end. I could see how sales, account management, operations, and support worked together, including the handoffs that were easy to miss from a product dashboard.
Find where technology could help
I did not start by assuming every manual step needed an app. I looked for repeated work, missing information, disconnected tools, and places where a better product could save time or open a business opportunity.
Some opportunities belonged to one company. Others showed a pattern across the portfolio. That helped us decide what to build, what to improve, and where the existing technology needed a larger refactor before the next product could work well.
Build software around the operation
The work included account management software, mobile apps, back-office products, and an omnichannel system that brought WhatsApp, Telegram, Skype, Meta Messenger, and website messages into one place.
We first tested the omnichannel flow with Make.com. Once it proved useful, we built the business logic layer and connected the different backends. AI handled about 80 percent of routine inbound messages, which let the team grow the number of customers without growing the support team at the same rate.
Lead the product and design
My role was not limited to finding ideas. I turned the workflow maps into a product direction, helped decide what should come first, led the design work, and worked with the teams building each product.
I also helped explain the changes. That meant presenting the product vision to the wider team, running workshops, and making sure the people who would use the software understood why it was changing and how it would help their work.
Help the change hold
A product is not finished when the software ships. We stayed close to the teams, watched how the tools worked in real use, and adjusted the product where the process and the interface did not match.
Across the portfolio, the work included more than 50 product improvements. During the engagement, portfolio revenue grew 7× and churn fell by 25 percent. Those are portfolio-wide results from many changes and teams, not a claim that one feature caused all of the growth.