The problem
Employee Relations — grievances, disciplinary processes, workplace investigations — was a gap nobody owned. Clients were stitching it together with spreadsheets and email. No mandate existed to fix it; I had to create one.
What I did
Found and framed the problem. I identified the problem space and conducted primary research across enterprise clients to understand how ER work actually happens today — and where it breaks.
Built the business case. Market analysis, competitive benchmarking, and sizing that put a number on the opportunity: $500K ARR potential.
Prototyped it myself. Instead of pitching with slides, I vibe-coded a validated, working prototype end-to-end using AI tools. Stakeholders didn’t have to imagine the product — they clicked through it.
Navigated the greenlight. Building conviction without authority: I took the case through CPO, sales, and finance approval to formally greenlight the product line. Engineering build is now in progress.
What this says about how I work
0→1 isn’t a phase of my career — it’s the muscle I keep using. And AI tools have changed what a PM can bring to a greenlight meeting: not a deck describing a product, but the product itself. That’s the kind of leverage I bring by default.