Rafael Aleksandryan

The client's eCommerce search engine (similar to Amazon) had scaled significantly. However, there were challenges in delivering incremental value. The product was used internally and externally, and the development of both product areas was managed by myself and a junior consultant.

I doubled the pace of feature development and experimentation during the initial project scope, leading to new features that increased the revenue per visit by over 20% and netted $25 million during my tenure.

One such feature leveraged an existing loyalty program to increase RPV by over 10%.

I led a newly formed team using a "Jobs-to-Be-Done" framework, identifying a market gap in the digital payments space in the mid-market independent software vendor space. My team and I built a product from zero in three and a half months, allowing customers to embed a modern payment solution using an Angular and .NET framework within their web applications.

In healthcare, credit card brands restrict the ability to make a pre-authorization due to category restrictions. This forces most healthcare providers to require in-person payments when there is an immediate patient obligation related to a visit. As a result, even when patients would fill out all of their pre-visit information before an appointment, they would still need to pay in person.

Our solution was developed to address the under-served customer need for both the patient and doctors office. We developed a new approach that allowed us to automatically collect on the necessary funds without further user or provider intervention, resulting in a significant improvement to the consumer experience and increasing the efficiency of in-office staff by removing the need to collect payment.

During multi-faceted product management and consultancy engagement, I focused on identifying where customers and employees were spending the most unnecessary time.

With this information, we developed a prioritized roadmap to allow for the rapid scaling of the organization while increasing organizational gross margin.

The client was managing two main goals: to understand their existing competitors and to comprehend the potential for the creation of a spinoff company in the fintech space. I conducted market research for both and subsequently created several presentations and a research database to allow for better decision-making. During investment presentations, the client used these presentations to highlight their strength against their competitors.

Our client was a rooftop solar utility (leasing solar roofs) and was experiencing losses on their projects due to inefficiency. My consultancy entered to identify where the fat was and how we could better optimize to reduce cost and/or increase revenue to increase gross margin. We successfully completed the project and provided the client with a series of assets documenting their processes and recommendations on how to improve. Subsequently, we were engaged in implementing a BPO solution.