The receipts
Metrics are evidence. The real proof is the understanding that produced them. Here’s what eight years of sitting with hard problems looks like.
Bí a bá ránni níṣẹ́ ẹrú, à fi tọmọ jẹ́.
However the work comes to me, I do it like it’s my own name on it.
22% Renewals
Policy renewals lifted by nearly a quarter.
I led development and launch of transformative features on a SaaS platform inside a regulated insurance business. Renewals rose 22 percent, exceeding initial projections by five points. Renewal is the honest metric in insurance: it means someone chose you again after they had a reason not to.
18% Satisfaction
Customer satisfaction moved with the same release.
The same feature work raised customer satisfaction 18 percent. Satisfaction and renewal moving together is the tell that you solved the real problem rather than the one that was easy to instrument.
25% Engagement
Engagement improved a quarter through disciplined go to market.
Data-driven go to market on new features raised customer engagement 25 percent. Launch is not the finish line. Most features fail after shipping, not before, so I treat adoption as part of the build.
AI in Production
Intelligence shipped into customer-facing mobile and web.
As Digital Product Manager at Allstate I steward customer-facing experiences across mobile and web, implementing AI to hold consistency, accessibility, and brand integrity. In a regulated consumer business the constraint is not whether a model performs. It is whether a customer still trusts you after it acts.
Three Segments
Market analysis that redirected the AI roadmap.
Quantitative, qualitative, and competitive analysis surfaced three previously unserved market segments and reshaped the roadmap for AI-driven features. The research did not decorate the roadmap. It changed it.
30% Adoption
Feature adoption past target by ten points.
Go to market execution drove a 30 percent increase in feature adoption, surpassing the target adoption rate by ten points. Adoption is where product strategy stops being a document.
5% Churn Drop
Third-party integrations that kept customers.
I identified and championed integration of key third-party platforms, lifting customer engagement 10 percent and reducing churn by five points. Sometimes the highest-leverage product decision is choosing what not to build yourself.
20% Retention
Retention past an annual goal by five points.
By educating internal and external teams on our app solutions I raised customer retention 20 percent, exceeding the company's annual retention goal by five points. Enablement is product work. A capability nobody understands is a capability nobody uses.
12% Conversion
A course platform rebuilt as a learning hub.
I revamped a course creation platform into a comprehensive learning hub, raising conversion 12 percent and beating projected growth by eight points. Learners were not short on content. They were short on a reason to keep going.
10% Adoption
Portfolio strategy that aligned the whole roadmap.
I established a long-term product portfolio strategy grounded in customer and business need, then worked stakeholders to secure resources and hold alignment. Overall product adoption rose 10 percent. Strategy that nobody funds is just an opinion.
20% Team Lift
A team that found its own improvements.
I mentor product owners toward experimentation and evidence over instinct, raising the team's ability to identify and implement product improvements by 20 percent. The measure of leading product is not what I ship. It is what the team ships without me.
15% Faster
Sprint cycles cut, output raised.
I implemented Agile practice inside the product team, cutting sprint cycle time 15 percent and enabling 20 percent more features delivered in the same window. Speed without regret comes from process, not heroics.
Beyond the day job
The clearest way to understand a product is to ship one yourself. These three are live: I did the research, the positioning, the copy, the design, and the build. Real businesses, real customers, no committee.
The financial back office for small business owners. Company registration, bookkeeping, accounting, and tax, handled remotely by one team.
A makeup artist’s portfolio and booking home. The work leads, the booking follows.
Hospitality consulting and event design, led by TeeJay B. Staff training and guest-experience audits for businesses; weddings and events for everyone else.
I write about all of this
Product strategy, AI integration, consumer behavior, and the occasional essay on what beauty teaches me about product, all on Medium. These aren’t thought-leadership posts. They’re real working notes.
Sùúrù l'èrè.