Building a people management culture from zero. The core objective was deceptively simple: How can we help Delivery Service Partners (DSPs) become great people managers?

In reality, the domain was exceptionally ambiguous. We had no existing tooling, no foundational research, and "great management" was viewed as subjective. We were operating on unvalidated theories without metrics to measure success. I needed to define the problem space, validate a vision, and build a solution from the ground up to operationalize culture and reduce driver turnover.

Bridging the gap between legacy tools and operational reality. For seven years, the foundational assumption was that Delivery Service Partners (DSPs) operated from desks, resulting in a robust but complex desktop-only portal.

However, research revealed a stark disconnect: DSPs were constantly mobile, struggling to navigate unoptimized desktop tools on their phones. I needed to pivot the product strategy from a dense data portal to an exception-based mobile experience, equipping partners with the right information at the right time without the noise.

Solving the "black box" of driver development. DSPs needed to develop their drivers but lacked effective tools, leading to highly fragmented and inefficient mechanisms. Feedback was often lost in spreadsheet silos or forgotten due to physical exhaustion at the end of shifts.

Crucially, many drivers went "under the radar" with no development at all. I needed to design a system that not only standardized coaching records but made the feedback loop timely, actionable, and trackable to prove ROI.