Andrew Reagan

The project began with our client kicking off a company-wide campaign to increase employee safety on the job site.

As the lead product developer on the engagement, I started by shadowing and interviewing our potential end-users. I then facilitated multiple process and value stream mapping workshops to understand the full process and walk through common pain points.

Our team settled on replacing manual job-site paperwork with a web form builder to build and deploy forms to web, iOS, and Android form completion apps.

I worked as a UI designer, product owner, and scrum master for the minimum viable product (MVP). I built a rapport with key business units and received buy-in from a strategic line of business to participate in the 100-user beta release. After a successful beta, we secured funding from finance to built out a full solution. We doubled the team, and I worked as the product owner, managing intake, delivery, and rollout of the product. After almost two years, we successfully rolled out the app to the full workforce of 50,000 employees and saved an estimated $9 million in man-hours in the first year of operation.

Led the ideation and rollout of a laptop replacement application for one of the USA's largest energy holding companies.

Our enterprise partners' current process was highly manual. They used an external vendor to manage most of the process, which had been full of issues and resulted in project budget issues. They engaged our team to help them improve the process and build software to avoid these issues during the next laptop rollout.

Prior to our engagement, the vendor would first audit the current equipment by checking each employee's badge and laptop ID, writing it on a clipboard, then updating the database later. The same process would repeat after laptop delivery.

I led the ideation, design and technical delivery of the product, which included:
1) A self-service Angular web application to replace the inventory audit. The app used single sign on (SSO) and included APIs to retrieve the employee's currently assigned equipment and allow them to make updates.
2) An iOS application with an employee badge scanner, an open source barcode scanner, integration with the employee database, and integration with the laptop inventory management system. This was for the vendor to use when replacing the laptops.

Working as the technical product manager for one of USA's largest cable operators, I built a $3.5M business case to rearchitect our application. The product team was constantly fighting with two architecture decisions made years before the current team came on board: (1) Building the application as a monolith and (2) Picking Scala as the backend language for the application.

Since the team worked within the SAFe Agile framework, presenting an entire quarter of rearchitecture needed clear return on investment. The business case centered around 2 key ideas. First, the microservices architecture would help us scale individual pieces of our application per use case while leaving other, less used components at a lower scale. This would help save resources, speed delivery to our customers, and save money on AWS spend. Second, using a well known language like Python would help the team deliver faster and would speed up onboarding. Since the application had a heavy data science integration, built in Python, it would also allow our team to more effectively communicate and code review with the data science team.

Built out of a new web UI used to upload audience lists and creative assets for 1+ million Direct Mail campaigns. Tool had over $100,000 in revenue and 15 customers in its 1st month, creating a new line of business for the company. I led discovery, strategy, planning, beta, rollout, and overall execution along with a team of five developers.

We interviewed 30 customers and prospects to understand their use cases and pain points. I fought for a full-time designer to help mock up an MVP to help us move more quickly. After getting customer and stakeholder alignment, we built an MVP in 12 weeks and refined the product over the next year.

The tool represents over 15% of overall business for a 9-figure B2B SaaS business.

PROBLEM
Financial instability in 2022 threatened our company’s cash flow and highlighted the unsustainability of the Postpay business model.

SOLUTION
We transitioned to a prepay credits model, enabling customers to pay in advance and maintain transaction credit balances. This approach improved cash flow predictability and reduced financial exposure.

MY CONTRIBUTIONS
I led the end-to-end project, collaborating with the CEO, CFO, customers, and account managers. I developed a strategic plan, prioritized features like real-time balance estimation, auto-replenishment, and low-balance notifications, and ensured a seamless customer experience through careful rollout and change management.

OUTCOME
The prepay model generated a $20 million increase in cash flow. This stabilized our financial position, minimized churn, and supported long-term business growth.