Products people adopt, inside the workflows they already run.

Renesas is a global semiconductor company. The Power group ran much of its operations on One Flow, its workflow and methodology platform, inside an organization spanning North America, Japan and Europe.

The group's process diagrams lived in Microsoft Visio files and its documentation in SharePoint. Two tools, two sources of truth, and a methodology platform that depended on both staying in step across three continents.

I built SWIFT, an internal diagramming and documentation tool that replaced Visio and SharePoint for this work, and then managed One Flow's transition onto it. The transition was the real product: understanding how teams in three regions used One Flow, defining what SWIFT had to do before anyone would move, and moving a platform people ran on without stopping them. Around it I wrote Jira and Excel automations that improved project manager productivity, built a predictive system that forecasts semiconductor manufacturing errors up to six months in advance, and worked with the enterprise sales team to facilitate and close the Method Park Stages and ViFlow deals.

It started with a friend who sold insurance describing the pain over drinks. We discovered the frontline problem with agents and team leaders, built an MVP, a diagram and a plan, and it escalated to the regional manager. A three-hour live Zoom with him and about twenty sales leaders committed the first contract. Bottom-up: frontline agents first, then the decision maker.

Software for insurance brokerages that automates the sales workflow end to end: AI lead sourcing, outreach sequencing and follow-up, retention, and automated policy-compliance workflows. I architected the AI systems and led full-stack development, including a real estate seller-prediction model at 76 percent accuracy.

Priced at $2,000 per agent per month, with adoption schedules written to 600 and 1,000 agents. I set the roadmap, the pricing and the packaging.

I owned the motion from first conversation to signed contract and personally closed every enterprise account: US Health Advisors (a UnitedHealthcare company, about $914K), Northwestern Mutual, Farmers Insurance and Knickerbocker & Associates, with pilots at AREAA and AIRE Advisors. Regional executives arrived already referenced by their own teams.

Built and led a 12-person team at peak, nine in engineering and three in go-to-market, and recruited Henry Loubet, former CEO of UnitedHealthcare and President of Health Net, as strategic advisor.