Alfonso Fiore

When working with AirAsia, I was tasked to build two entirely new E2E funnels across both native apps and the website to shut down existing white-label solutions. The two new funnels allow customers to book hotels and packages, including hotels and flights.

Using a distributed team across India, Malaysia, and Vietnam, I first calibrated with the CTO and the engineering manager to determine the best programming approach. Then, I prioritized the features necessary to launch before the deadline. Despite the added complication of COVID-19, which made it impossible to meet distributed teams in person, we implemented both funnels within the allocated time and budget.

During my tenure at HappyFresh, I developed the skills of the product, data, design, and research teams and hired new team members to raise the profile of the entire team to achieve the growth targets we set as a company. I hired new members so that most teams had contributors from all the markets we were serving. This way, we started building a multi-market solution rather than adapting a solution built for one market to all other markets.

Developing existing team members and hiring for skill gaps allowed the team to launch new features, like subscriptions, and improve the performance of the existing codebase. We went from 30-60 seconds from order completion to dispatch to the operations team to less than 5 seconds. This time optimization was crucial for achieving the performance required for a fast grocery delivery company.

I also developed a strict culture of experimentation, in which instead of following anyone's opinion, the entire company based its decision on the results of actual experiments.

I prepared public decks, videos, and podcasts during the last five years. I actively shared my experience in A/B testing and the many pitfalls junior organizations often suffer. I also focused on teaching about product frameworks, a fundamental tool for product leaders with growing organizations.