奥古斯汀•Tonna

在Onfido, a financial technology startup that focused on identity verification, 我是产品经理，负责端到端的产品和内部工具的操作和文档检查.

By introducing a hybrid strategy of manual and automatic processes, 质量控制, 还有机器学习, we were able to work at scale, increasing operations from 300 document checks a month to over 10,每天000, 不到一年.

在进一步的迭代中, 我负责调整产品，以便它能够准备好将手工流程外包给第三方，同时保持ISO-270001合规. 这种新的操作方式降低了大约30%的成本，从而提高了产品的盈利能力，并允许灵活地处理更多的体积.

在对市场上所有可用的解决方案进行详细分析并评估内部构建软件的能力之后, 我制定了一个混合策略，包括在我们的学习管理平台上使用开源软件.

I led the architecture, design, and implementation. This has increased NPS by 30% and the operational efficiency by approximately 35%.

涉众管理特别具有挑战性，因为由于该产品是业务的核心，因此有许多相关方.

在Ironhack, an edtech and web development boot-camp company, 对我们的学生来说，价值主张的一部分是让他们有机会接触到为他们创造就业机会的公司名单.

By conducting interviews with the companies that we were partnered with, 我已经确定了当前市场解决方案无法解决的多个痛点. 在此基础上，我创建了一个低复杂性的概念证明，这有助于验证假设.

这项研究成为新业务战略的基础，该战略由重用现有产品和流程的产品战略支持, thus creating a new source of recurring 收入 with high 利润ability.

I identified the different products with their mission, remit and key metrics by conducting user research and internal business analysis.

基于此, I created the product lines, populated each cross-functional squad with key members, and led the strategy for each to become independent but highly cohesive.

As the product leader of the organization, I led the discovery and documentation of our vision, creating the necessary assets needed to achieve funding at the early stages.

在Unidays，一个学生附属网络，我负责学生验证产品.

在我的领导下, 团队设法在一个独立的引擎下聚合所有不同的验证方法, 自缩放, 和自愈. This became the foundation of a much more scalable platform.

作为进一步的迭代, 团队设法将引擎包装成iOS SDK，并将其发布给帮助验证价值主张的测试用户.

通过这样做, the sales team had a new selling tool, the business a new 收入 stream, 用户在浏览我们客户的应用程序时享受了更加无缝的体验.

通过设计内部软件和第三方(如Zendesk)之间的联合努力, 团队每天设法处理数千个请求，这些请求按照业务规定的逻辑分配到不同的队列.