Outcome Signals
The clearest proof points from the role.
Led a team of 11 on Happay Travel
~20% funnel conversion improvement
Built analytics dashboards and user-behaviour visibility
Shipped multiple modules into production
Fintech / corporate travel and expense
Happay
Led a team of 11 to build Happay Travel and increased funnel conversion by around 20 percent through analytics and product insight.
Team Shape
11-person product and delivery team
Primary Focus
Travel booking flows, analytics, and conversion improvement
Outcome Theme
Built product capability and the measurement layer behind it
At A Glance
The outcomes, ownership, and public context in one pass.
A quicker read of the work before getting into the fuller story.
What I Owned
Decision making, prioritisation, and hands-on product detail.
- Led a team of 11 to build Happay Travel, a B2B flight and hotel booking experience with integrated travel workflows.
- Independently drove features and modules from multiple products into production.
- Established the analytics framework that surfaced product usage dashboards and user-behaviour insights.
- Used data to improve conversion, product prioritisation, and decision making.
Visual Context
Public-safe references from the product or brand footprint.
Relevant Links
Public references and touchpoints for the product story.
Case Study
The story, broken into the parts that mattered.
A lighter narrative read through the context, challenge, ownership, working style, and business effect.
Section 01
Company Overview and Product Context
Happay operates in travel, expense, and payments software for enterprises. The product space is operationally complex because it blends financial control, booking flows, approvals, compliance, and employee usability into one experience.
That complexity made it a strong environment for product thinking grounded in both workflow design and analytics.
Section 02
Challenge and Opportunity
Enterprise travel and expense products are only as strong as the workflows they simplify. The opportunity was to make booking and expense interactions easier while preserving the controls finance teams depend on.
That required both better product execution and better visibility into how users were behaving inside the funnel.
Section 03
What I Owned
I led a team of 11 on Happay Travel and also independently pushed features and modules from multiple products into production.
This was a role that combined hands-on delivery ownership with strong analytical responsibility, especially around conversion and user-behaviour instrumentation.
Section 04
How I Worked
I helped establish an analytics framework that gave the team product-usage dashboards and clearer visibility into user behaviour. That made it easier to identify friction, validate assumptions, and connect product changes to measurable performance shifts.
My product approach here became much more data-driven because the environment demanded both workflow reasoning and disciplined measurement.
Section 05
Outcomes and Product Impact
The most direct measurable outcome was an approximate 20 percent increase in funnel conversion, driven by stronger instrumentation, clearer insight, and more focused product decisions.
The role also strengthened my ability to operate where product management, analytics, and delivery all need to work together rather than as separate functions.