Product Discovery & Problem Definition
Bring together user, business and operational inputs to understand the problem, test assumptions and clarify what deserves product attention.
Understand before prioritising.
Product Management
Turning validated problems into focused product direction, clearer priorities and delivery progress.
I work across product discovery, prioritisation, product definition and cross-functional delivery to help teams turn real user and business needs into clearer decisions, actionable requirements and products that can be tested, improved and moved forward.
Discovery · Prioritisation · Product Definition · Delivery · Validation
Understand the problem. Make deliberate choices. Keep product direction clear.
Product Management Expertise
From problem understanding to focused product direction.
My Product Management work centres on understanding the right problem, deciding what matters most and creating enough clarity for teams to move from discovery into definition, delivery and learning.
Product Direction & Prioritisation
Translate what has been learned into priorities, product decisions, focused scope and clearer direction for what should happen next.
Decide what matters now—and what can wait.
Delivery & Validation
Keep product intent clear through requirements, journeys, delivery coordination, validation and learning as the work progresses.
Keep direction connected to what teams can build and test.
Practice Areas
- Product Discovery
- Problem & Opportunity Framing
- Product Strategy
- Prioritisation
- MVP Definition
- Product Requirements
- User Journeys
- Business Rules
- Cross-functional Delivery
- QA / Validation
- Product Learning
- Launch Readiness
How I Work
Move from validated problem to focused product direction, delivery and learning.
The lifecycle changes by product and context, but the discipline stays consistent: understand the problem, make deliberate choices, define what teams need and validate what the work actually achieved.
01
Discover
Understand the user, business and operational problem before committing to product direction.
02
Prioritise
Weigh needs, evidence, constraints and value to decide what matters most.
03
Define
Turn priorities into clearer scope, requirements, journeys, rules and delivery direction.
04
Deliver & Learn
Support cross-functional progress, validation and learning while keeping product intent visible.
Discover → Prioritise → Define → Deliver & Learn
Evidence first. Deliberate choices. Clear definition. Credible learning.
Core Skills
The product skills behind clearer decisions and stronger delivery.
Product Discovery
Understanding user, business and operational inputs before committing to product direction.
Problem Framing
Turning broad challenges into clearer product problems and decision points.
Evidence Synthesis
Bringing together discovery inputs and available information to support product decisions.
Prioritisation
Structuring what matters most against needs, value, constraints and delivery context.
MVP Definition
Clarifying the focused scope required to test the most important product assumptions and needs.
Product Requirements
Translating product decisions into requirements teams can understand and act on.
User Journeys
Mapping how users move through the product experience and where decisions or friction occur.
Business Rules
Defining the conditions and logic that shape expected product behaviour.
Cross-functional Delivery
Coordinating product intent across business, design, technical and operational contributors.
QA / Validation
Supporting product validation against agreed requirements, expected behaviour and acceptance conditions.
Product Learning
Using available product evidence and validation outcomes to inform refinement and next decisions.
Launch Readiness
Helping clarify what needs to be in place for the product or market-entry stage the work is targeting.
QA / Validation on this page means participation in product validation, requirements/behaviour checking and delivery clarification. It does not imply QA Engineering ownership, universal UAT ownership or specialist software-testing ownership.
Good Product Management connects the problem, the decision and what happens next.
Technical Product Capability
The technical depth supporting product decisions and delivery.
Product Management becomes stronger when product decisions can be translated into structures that delivery teams can understand, test and act on.
Product Backlog Management
Structuring and maintaining product work so priorities, requirements and delivery needs remain understandable as the product progresses.
Product Roadmapping
Connecting product priorities and intended outcomes to a clearer sequence of product direction and delivery.
Product Analytics & Funnel Analysis
Using available product and behavioural data to understand movement through the experience, identify friction and inform refinement.
Supporting technical depth
Product Requirements
Translating product direction into actionable requirements.
MVP Definition
Defining focused product scope around validated needs and priorities.
Journey & Flow Design
Structuring how users move through key product experiences.
Business Rules
Making product conditions and expected behaviours explicit.
Acceptance Criteria
Defining observable conditions that clarify when expected product behaviour has been met.
Testing & Validation
Supporting validation of product behaviour against intended requirements and outcomes.
AI-Assisted Prototyping
Using AI-assisted building approaches to explore, prototype and iterate digital product ideas more quickly.
Tools support the capability—they do not define it.
Capability is the value. Tools support how the work gets done.
How I Add Value
From product uncertainty to clearer decisions and progress.
I help create the clarity needed to move from a meaningful product problem into focused decisions, actionable definition and credible progress.
Clarity
Define the problem, user need, business context and priorities before committing the team to product direction.
Direction
Turn what has been learned into prioritised scope, requirements, journeys, business rules and product decisions.
Progress
Support cross-functional delivery, validation and learning while keeping product intent connected to what teams can build and test.
Clarity → Direction → Progress
Let's Discuss Your Product NeedRepresentative Work
Product Management in practice.
Selected product work showing how I’ve contributed across discovery, definition, delivery, validation and market-entry contexts.
Digital Ordering / Product Experience
MenuCard — Digital Ordering & Pilot Validation
Product Discovery · Product Definition · Requirements · UX Flows · Delivery Coordination · QA / Validation · Pilot Refinement
Product Management work connected the ordering problem to product definition, requirements, user flows and cross-functional delivery through pre-launch pilot validation and refinement.
Pre-launch pilot validation
Renewable Energy / Digital Product
Renewable-Energy Digital Product
Discovery Synthesis · Prioritised Features · Product Requirements · User Journeys · Business Rules · Mobile-first MVP Definition
More than 28 discovery inputs were translated into priorities, features, requirements, journeys, business rules and a defined mobile-first MVP through development handoff.
Development handoff
Marketplace / Market Entry
Hospitality / Short-Let Marketplace
Market-entry Planning · Supply-side Sourcing · Onboarding · Verification · Listing Readiness · Launch Preparation
Product and launch-operations work focused on establishing the supply-side foundation required for marketplace readiness before the programme paused.
Market entry / launch readiness
0 customer bookings before programme pause
Different products. Different lifecycle states. Product Management shown at the stage each project actually reached.
Product Impact
Product decisions that moved the work forward.
Product impact looks different depending on lifecycle stage. Some work produced pilot behaviour and efficiency signals, some reached development handoff, and some established the supply-side conditions for market entry.
MenuCard
Product discovery, definition and pilot refinement produced real behavioural and ordering-efficiency signals before commercial launch.
Renewable-Energy Digital Product
Discovery evidence was translated into prioritised product direction, requirements, journeys and a defined mobile-first MVP through development handoff.
CheckinBliss
Product and market-entry work established a verified supply-side foundation and launch-readiness state before the programme paused.
Progress you can see in the product work.
MenuCard
65%+
Qualified pilot sessions progressed to completed order.
~40%
Reduction in average order-completion time during qualified pilot sessions after refinement.
Renewable-Energy Digital Product
28+
Discovery inputs translated toward product definition and development handoff.
CheckinBliss
- 0120+apartments onboarded
- 0219directly sourced/onboarded by JCA
- 0316verified/listed
- 0413bookable
- 050customer bookings before programme pause
Supply-side readiness is not presented as customer demand, marketplace traction, revenue or commercial success.
Product impact shown honestly at the lifecycle stage where it occurred.
Product Context
Product decisions change with the market, model and operating environment.
Understanding how value is created, who the product serves and how the operation works helps shape stronger priorities, product requirements and delivery decisions.
Digital Ordering / Product Experience
Product and operational context around restaurant ordering and pre-launch pilot validation.
Renewable Energy / Digital Product
Discovery-led product definition for a mobile-first renewable-energy experience through development handoff.
Marketplace / Market Entry
Supply-side sourcing, onboarding, verification and listing readiness within a two-sided marketplace context.
MenuCard
B2B2C · SaaS
CheckinBliss
Marketplace
Better product decisions start with understanding the business around the product.
Experience & Impact
Product Management experience shaped across discovery, delivery and operational contexts.
My Product Management practice combines product thinking with Business Analysis and cross-functional operating experience—helping me connect product decisions to business needs, delivery realities and what teams need to move forward.
6+ Years
Professional Experience
BA + PM
Core Expertise
Cross-functional
Product & Operations Experience
Currently open to Product Management roles, contracts and independent product opportunities.
Bringing product direction, structured analysis and cross-functional experience to teams working through complex product and business challenges.
Selected Work & Organisations
Products, organisations and professional environments that have shaped my work.
Experience across product, customer, operational and cross-functional environments that has contributed to how I work today.
Relevant Thinking
How I think about product decisions, requirements and delivery direction.
Practical perspectives on turning discovery inputs into product decisions, structuring requirements and keeping product direction connected to delivery.
From Discovery Evidence to Product Direction: Turning Inputs into Decisions
How discovery inputs become useful when they are structured into priorities and actionable product direction.
Read InsightRequirements Are Decisions, Not Documents
Why requirements create more value when they clarify the decisions and behaviours a product needs to support.
Read InsightThe thinking behind the product work.
Explore More InsightsProfessional Feedback
What collaborators say about working with me.
Selected professional feedback connected to real working relationships, projects and capability areas.
“Jennifer was a strong contributor to MenuCard as Assistant Lead Product Manager, translating discovery and pilot feedback into clear requirements, user stories, acceptance criteria, backlog priorities and product flows while collaborating closely with UX, Engineering and QA.”
Mikey
Product Owner
MenuCard
MenuCard
“Jennifer translated customer research and business needs into clear product requirements, user journeys and MVP priorities for the SolarConnect digital product, helping move the concept from discovery toward development-ready definition.”
SolarConnect
SolarConnect
Renewable-Energy Digital Product
“Jennifer brought strong structure to CheckinBliss’s Lagos market-entry work, translating launch goals into clear onboarding priorities, timelines and execution plans while coordinating closely across product and local operations.”
Mr Charles
Lagos Team Lead
CheckinBliss Nigeria
CheckinBliss Nigeria / Lagos market-entry work
“Jennifer brought strong product and business-analysis structure to our work at OneHux. She helped translate business needs into clear requirements, backlogs, roadmaps and delivery priorities, while coordinating effectively across product, design, engineering and operations.”
Isaac
CEO
OneHux
OneHux
“Jennifer helped us structure the product direction for our e-commerce platform and online sales experience, translating business and customer needs into clearer digital journeys, product requirements and engagement flows that supported a better customer experience.”
Agary Pharmaceutical
Agary Pharmaceutical
Agary / Doppelherz Project
“Jennifer brought strong structure to the Lorc AI launch phase, translating launch goals into a clear GTM plan, roadmap, timeline and budget while organising the work into practical execution priorities.”
Dr Ezebuchi
Lorc AI
Lorc AI launch phase
Testimonial position 1 of 1.
Product Management Opportunities
Need stronger product direction, prioritisation or delivery clarity?
If you need Product Management support for a role, contract, independent project or cross-functional initiative, I’m open to a conversation about the product challenge and where my experience could contribute.
Clearer problems. Better product decisions. Stronger paths to delivery.