I got into product management through the back door — by spending years in the systems that most PMs only see on a whiteboard. My career started in ERP implementations at a plastics manufacturing company, where I learned that the gap between how a system is designed and how it's actually used is where all the interesting problems live.
That lesson has followed me through every role since. At S.F. Express, I managed a locker-based last-mile delivery service handling 10 million parcels a year. The work wasn't just building software — it was understanding why couriers take the routes they take, why customers miss their pickup windows, and how a network of physical lockers becomes a platform when you connect the right data to the right decisions.
At Kowloon Motor Bus, I led the 2nd generation Bus ETA System upgrade for a fleet of 3,800+ buses across 380 routes. Hong Kong's urban canyons wreak havoc on GPS. The real product challenge wasn't the ML algorithm — it was convincing a 90-year-old organization that real-time data could transform how 2.7 million daily passengers experience public transit.
Now at FoodsUp, I'm transforming a web-based WMS into a native mobile app, integrating AI-driven document tools, and building the analytics layer that makes warehouse operations visible and improvable.
The common thread: I build products for industries where the real world is messy, the operators are skeptical, and the only metric that matters is whether the system made someone's day easier.
Outside of work, I'm drawn to systems thinking in all its forms. I'm fascinated by how cities move — the logistics of transit, delivery, and urban infrastructure. I'm a believer in data literacy as a superpower, whether you're a warehouse associate or a VP.
I care about building technology that respects the people who use it. The best product decisions I've made came from watching someone struggle with a process and thinking, "there's a better way" — then proving it with data, not assumptions.
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