I take products from zero to one.

A five-word brief became twelve product concepts, then six tested with buyers and users, then one MVP scope. The plan on the table called for three months and two contractors. Instead, I built and shipped the MVP in five months, solo, and replaced roughly $250,000 of planned contractor spend in the process. The two decks below are the actual deliverables: the scope proposal that set the build, and the pitch I used to sell to potential design partners.

The product turns a week of market signals into three to five marketing actions a hotel GM can approve in minutes, then runs them through a human concierge. Two calls made a one-person team viable. First, a multi-model intelligence layer that sends each task to whichever model handles it best. Second, a config-driven engine where new action types are added as data, not code, so the product could grow without a release for every change.

Three of six warm prospects converted, alongside three of thirty-four cold leads. Three customers were booked when TakeUp wound down in April 2026. The MVP shipped two role-separated surfaces, a GM dashboard and a Concierge console, plus token-based guest access, and a closed learning loop that fed each week's results back into the next week's recommendations.

Two decisions shaped the build. Founders forward the reports they already receive and the system reads them, which removes a wall of integrations to set up. And each task is routed to the model that handles it best, with brief visuals rendered from templates rather than generated. Both decisions made the product simpler, not thinner.

Across the seven ventures, the recurring problem was not research or the insights. It was translating what we learned into the right product for ServiceNow. I developed a framework for turning insights into action through storytelling. I taught it across a three-section curriculum through ServiceNow's professional development program. Delivered live, then documented as a living resource that product operators leveraged as needed. The method reframed deliverables as the questions a venture actually had to answer to get funded or for product roadmaps to get approved.

Accounts Receivable Support graduated by connecting ServiceNow's existing call-center footprint to a finance expansion, rather than by pitching a standalone product. Cross-org wedges like that one are how venture bets graduate inside a company that already ships a public product line.