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Case studies

03 entries

Work

Ordered by what the work achieved, not by date. Figures are given in bands rather than absolutes. Precise numbers belong in a conversation with a confidentiality context, not on a public page.

ArrayCorp

Lead Product Manager

Sept 2024 to Present

Double-digit margin uplift and a candidate qualification rate in the mid-80s

The problem

Ad budgets in talent acquisition get spent evenly instead of intelligently. Every client requirement is different, but spend allocation rarely reflects that, so employers pay full freight for candidates who were never going to qualify.

What I did

  1. 01Own end-to-end product strategy and roadmap for the talent acquisition advertising platform, from discovery through pilot, UAT, and scaled launch
  2. 02Own the programmatic advertising platform I designed at GoToro, the core technology ArrayCorp acquired, now powering Array's broader marketplace advertising business
  3. 03Run pilot and experimentation programs to prove business value before broad rollout, measuring engagement, conversion, and retention
  4. 04Lead a team of five developers, one onshore and four offshore
  5. 05Own the Salesforce rollout: consolidated 16 businesses under the Array brand onto one central CRM, migrating off homegrown systems and Pipedrive

Outcome

Optimizing resource allocation against each client's actual requirements lifted margin by double digits and pushed the qualification rate on candidates entering the platform into the mid-80s.

GoToro (Fusion Recruiting Labs)

Head of Product

Jul 2020 to Sept 2024

Mid-six-figure monthly ad spend under management; designed the platform that was later acquired

The problem

Employment advertising was being bought by hand, campaign by campaign. It didn't scale, and nobody could say which spend was working.

What I did

  1. 01Promoted from VP, Engagement & Delivery to Head of Product, leading strategy across product, development, and design
  2. 02Designed and white-papered the programmatic advertising platform that became the company's core technology
  3. 03Ran the full product lifecycle (Agile sprint planning, backlog grooming, release coordination) across engineering teams
  4. 04Built and led the Service Delivery & Analytics team, developing the KPI systems and forecasting models used to set growth targets
  5. 05Owned P&L for inbound and outbound traffic acquisition and managed a five-figure monthly contract development budget across five contractors

Outcome

The platform designed here was the core technology acquired by ArrayCorp, and it still runs their marketplace advertising business today.

Talroo

Director, Service Operations

Jan 2017 to Jun 2020

Team of 6 analysts; the seat between Product and Client Success

The problem

Clients churned for reasons product never heard about, because the people hearing them had no structured way to report back.

What I did

  1. 01Promoted from Lead, Client Services to Director, Service Operations
  2. 02Led a team of six client-focused analysts delivering talent acquisition solutions for enterprise employers
  3. 03Built the internal processes tracking client success metrics across Agency, Enterprise, RPO, Staffing, and Transportation verticals
  4. 04Partnered with agencies, employers, and job boards to develop advertising methodologies and manage full campaign lifecycles
  5. 05Ran live product demos for C-level executives against a high-volume Salesforce pipeline

Outcome

The client-success metrics built here became the KPI vocabulary I later used to run product, and the reason I moved into product in the first place.