Building 0 to 1 Product
Taking an idea from zero to one is one of the hardest and most rewarding challenges in product leadership. It means simplifying complexity, turning assumptions into clarity, and ensuring every step — from discovery to go-to-market — is tightly woven together. For me, success is when that journey results in a product that not only launches but becomes indispensable.
When RingCentral launched RingCX, success depended on building a competitive AI product portfolio. I led the creation of Agent Assist, designed to solve one of the toughest challenges in contact centers: high agent attrition caused by poor onboarding and disjointed workflows.
Working with teams across three continents, I reimagined the agent experience by consolidating systems into a single, seamless desktop. With AI surfacing the right information at the right time, Agent Assist simplified workflows, boosted productivity, and reduced churn.
As showcased in this video, Agent Assist became a vital pillar of RingCX’s AI portfolio — improving frontline performance and strengthening the product’s competitiveness in the market.
Financial Engines wanted to engage a younger, non-retiree population — people for whom retirement was still years away but who needed the right tools and resources to build financial confidence early. The challenge was to create offerings that built brand awareness with this group now, so when retirement planning became relevant later, Financial Engines would be their natural partner of choice.
I spent significant time with this segment, listening to their goals, challenges, and resources. This research led to the creation of new planning tools tailored to their needs, including a College Planner that provided guidance on savings goals and personalized strategies, and an Education Center to help them build financial literacy.
As showcased in this video, these tools transformed engagement with the non-retiree population — delivering a 12x increase in engagement and positioning Financial Engines as a trusted partner much earlier in the financial journey.
When RingCentral launched RingCX, one of the first AI products we built was AI Quality Management, designed for contact center leaders and quality managers who for years had relied on sampling just a handful of calls to measure performance. This left them with fragmented insights and heavy manual workloads.
I led the product vision and execution to change that — enabling managers to analyze 100% of customer interactions with AI-powered scorecards, coaching insights, and automated calibrations, all within a simplified workflow.
AI Quality Management has become a cornerstone of RingCX’s AI story. It saves managers thousands of minutes each month, delivers holistic visibility into agent performance, and drives more effective coaching.
Turning Products Around
Not every product starts strong. Some stall, some lose their way, and some fail to connect with the very users they were meant to serve. Turning products around requires more than patching features — it takes going back to first principles: rediscovering customer needs, realigning teams on a shared vision, and rethinking go-to-market strategies. With the right clarity, empathy, and leadership, even struggling products can be transformed into growth stories that deliver real value to customers and renewed momentum to the business.
When I joined RingCentral in 2019 as Global Head of Product for Engage Digital, the product was at risk — losing customers, talent, and revenue. My focus was clear: stabilize retention, find new growth levers, and rebuild the team.
In less than two years, we turned it around. Retention climbed to 97%, revenue grew at 10% CAGR through a new white-label and partnership go-to-market motion, and we built a strong global team, including the first product management group in Paris.
The Engage Digital turnaround became a proof point that with the right strategy and culture, even a struggling product can be transformed into a growth engine.
Startups face different fates: some soar, others crash, and a few have potential but stall due to lack of focus. Sparkcentral was in the third camp when I joined in 2018, with limited runway and the urgent need to grow fast.
I led the WhatsApp integration strategy, which became a breakthrough — growing the marketing pipeline by 300%, winning large customers like DirectTV, and expanding business with existing ones like Emirates. By cultivating a strong relationship with WhatsApp and shaping our product direction, Sparkcentral was soon recognized by Gartner as a leader in Digital CX (2019), paving the way for its acquisition by Hootsuite.