Product Strategy · AI · Transformation

From uncertainty to clarity. From ideas to action.

I help enterprise organizations find the opportunity, shape the vision, and move — working where business, product, technology, and AI meet. Most useful in ambiguity; happiest turning scattered signals into a decision worth making.

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01 — Approach

I help organizations move from uncertainty to clarity — and from ideas to action.

My work sits at the intersection of business, product, technology, and AI. I lead discovery, facilitate the hard conversations, and translate complex capability into a direction people can actually commit to.

I'm less interested in managing a backlog than in helping a team see what matters, where value is, and what to do next — then building the conviction to move.

  • →
    See the opportunity before it's fully defined, and frame it as a decision.
  • →
    Turn data, tech, and AI into a narrative leaders can align around.
  • →
    Know where AI creates real value — and where it doesn't.
  • →
    Get teams moving with a bias toward action, experiments, and learning.
02 — Selected work

Seven ways I've
moved the needle.

Each piece maps to a facet of strategy work — from shaping vision to shipping the thing that proves it.

01 / 07
Product strategy

Re-architecting how propositions win attention

The challenge

Dozens of propositions fought for the same placements. A few traffic-hoggers starved high-priority features of impressions — strategy losing to inertia.

What I did

Owned E2E strategy across 100+ placements, 36 plans and 14 perks. Re-weighted the recommendation logic — dropping one dominant intent weight from 790 to 79 — and migrated 80+ legacy propositions while launching 50 new features.

790→79
Ranking weight rebalanced
100+
Placements owned
50
New features launched
Product strategyRoadmapPrioritizationSystems thinking
02 / 07
Innovation & transformation

Bringing Catalyst to the floor

The challenge

Dev teams shipped UI inconsistently, and every look-and-feel change meant slow, manual, code-level work — a bottleneck on iteration.

What I did

Championed adoption of Catalyst, an internal tool, across dev squads — letting teams reshape UI through configuration instead of code. I ran the change end to end: onboarding, live demos, and enablement so teams could self-serve.

TransformationTooling adoptionChange managementEnablement
03 / 07
Workshop facilitation

SME & single point of contact for the POS channel

The challenge

Every new proposition deployment needed the POS channel and retail teams aligned, confident, and ready — fast, and without friction.

What I did

Served as SME and POC for POS: facilitated presentations and working sessions on every new deployment, and ran hands-on onboarding for dev teams adopting Catalyst — turning rollouts into a repeatable enablement rhythm.

FacilitationExecutive commsEnablementStakeholder alignment
04 / 07
Strategic narrative & vision

The churn story that changed the roadmap

The challenge

Churn was a number on a dashboard, not a story. Hard to rally investment or teams around a figure nobody felt.

What I did

Built the business case and strategic narrative for a dedicated Churn proposition across a 1M+ user footprint — turning raw interaction data into an executive-ready story that justified the investment and set direction.

−20%
Customer churn
+20%
Feature click-through
1M+
User footprint
NarrativeVisionBusiness caseExecutive storytelling
05 / 07
Business & product strategy

Finding the 0% that was hiding a 50%

The challenge

A proposition was returning zero opt-ins with no obvious cause — a silent, expensive dead end inside a live funnel.

What I did

Traced it to a critical CTA defect blocking opt-ins, connected the technical fault to the commercial outcome, and drove the fix — governing performance across 74.75M qualified sessions and 50.36K opt-ins.

0→50%
Unique-session opt-in
74.75M
Sessions governed
StrategyDiagnosisCustomer experienceCommercial impact
06 / 07
Applied AI

Predictive troubleshooting with the UIRF model

The challenge

Troubleshooting was reactive and propositions were mistargeted — friction the customer felt and the business paid for.

What I did

Partnered with AI & Data teams to deploy the UIRF predictive model for troubleshooting analytics, analyzing 1,000+ NGA calls to remove CX friction and sharpen targeting — and stayed clear-eyed about where AI earned its place and where it didn't.

1,000+
Calls analyzed
Applied AIPredictive modellingConversational AIAI value judgement
07 / 07
Built & shipped

From client requirement to production — and a dashboard that earned back time

The challenge

Enterprise hardware clients needed ideas taken all the way to production. Retail managers, meanwhile, were flying blind without real-time visibility.

What I did

At Capgemini, owned the E2E lifecycle for enterprise clients — design, development, simulation testing, production — at 100% satisfaction. At Verizon, built and launched the POS Manager Insights Dashboard for real-time interaction visibility.

100%
Client satisfaction
10–15min
Saved per shift
0→1 deliveryDashboardsOwnershipEnterprise clients
03 — Operating principles

The questions I bring to every engagement.

Where's the value?

Find the opportunity others haven't named yet — then size it honestly.

Does AI actually help here?

Separate real leverage from theatre, and point effort where it pays off.

What happens because of it?

Recommendations are cheap. I care about the outcome after the decision.

04 — Let's talk

Have an opportunity that's still fuzzy? That's my favourite kind.

Shahanakb99@gmail.com LinkedIn ↗
Shahana K — Product Strategy · AI · Transformation Dubai, UAE