Acquisition, activation, conversion, monetization, and retention treated as one measurable customer system—not separate channel reports.
Evidence in one sentenceThe work spans enterprise enrollment funnels, a $1B+ startup-banking pipeline, and a founder-built AI product at a July 2026 first-party snapshot of 35K+ users.
Startup Banking did not need another campaign dashboard. It needed to know how acquisition activity became pipeline and customer value. I connected paid, owned, offline, product, and sales-assisted signals so growth decisions could follow the customer rather than the org chart.
See the full-funnel evidenceJobsolv began as a high-touch service that exposed the product requirements. I translated those observations into PRDs, directed engineering and UX delivery, instrumented the funnel, and ran growth experiments across onboarding, activation, and retention. Channels that produced attention without recorded acquisition were cut.
Inspect the Jobsolv buildThe portfolio included landing-page hierarchy, product comparison, identity-verification framing, mobile navigation, offer presentation, and enrollment-flow simplification. Each intervention was judged against a named funnel decision—not engagement for its own sake.
Review the enrollment examplesDefine activation and monetization in customer behavior, not page views.
Use event data, qualitative evidence, and economics to locate the next bottleneck.
Write the PRD, align dependencies, instrument the change, and release with a decision rule.
Automate a channel or journey only after the payback and customer signal hold.
AI increases delivery leverage. It does not replace the evidence standard.
I turned service observations into an AI resume-tailoring and job workflow, then directed the product and delivery system around it.
Jobsolv product, PRDs, measurement, and production operationsI use Claude Code and Codex to research, specify, build, debug, test, and maintain production web products.
AtticusLi, GrowthLayer, Jobsolv, and internal operating toolsThe model is leverage, not the strategy. Customer evidence, unit economics, and observed behavior still decide what ships.
Founder products scaled, redesigned, or stopped based on evidenceThe strongest fit gives one owner access to product, marketing, data, and engineering—and judges the roadmap by activation, conversion, customer value, and revenue rather than channel activity.
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