Fortune 500 New Venture Products

The engagement started with early venture concepts that needed to be validated, shaped, and translated into real products. I began by leading market and user research to identify high-impact opportunity spaces and reduce early-stage risk. From there, I worked closely with product, engineering, and business stakeholders to define product strategy, feature scope, and venture positioning.

For each venture track, I led end-to-end design from concept to MVP and high-fidelity prototype, covering UX/UI, hardware interaction design, service blueprints, and brand direction. The work was highly iterative, combining rapid prototyping, user validation, and continuous stakeholder alignment to secure internal buy-in and partner interest.

Both ventures were developed in parallel within a fast-moving innovation environment, balancing speed, validation, and strategic fit with the company’s long-term venture portfolio.

Key Decisions

1. Validate two high-impact venture tracks
   I led the definition and validation of two new venture directions: a connected safety device for elderly care with companion desktop and mobile apps for caregivers and healthcare providers, and a mobile safety platform for motorcycle riders built around behavior-based scoring, real-time driving analysis, and gamified safety education.
   
   

2. Design integrated hardware and software experiences
   For the elderly safety venture, I designed the full end-to-end experience across a physical safety device and connected caregiver applications, ensuring reliability, ease of use, and trust for both patients and care providers.
   
   

3. Build a behavior-driven safety platform for riders
   For the motorcycle venture, I worked together with researchers and developers to design a smartphone-based safety system that visualized the analysis of real-time driving behavior which included speed, braking, acceleration, turning, and distractions and translated it into a personalized safety score with gamified feedback, and incentives aligned with insurance benefits in South-East Asian markets.
   
   

4. Align product strategy with business and ecosystem partners
   I shaped both product directions to fit the company’s venture strategy, partner ecosystem, and go-to-market models, enabling early stakeholder buy-in and de-risking commercialization.

Results & Impact

The elderly safety platform reached MVP stage with validated market demand and strong internal stakeholder buy-in. Market research confirmed clear user needs across retirement homes, hospitals, and care providers, and strategic distribution partners were identified to support commercialization.

However, due to internal investment prioritization and a strategic shift toward ventures closer to the company’s core business, the innovation team was unable to secure final investment committee approval. As a result, both the ventures were placed on hold in favor of initiatives with a shorter path to commercial scale.

Despite this, the projects were classified a success as they de-risked the concepts, validated market opportunity, and established a strong product foundation for future continuation.