Kevin Hsu
中文

PRODUCT LEAD FOR THE AI ERA

Make AI work. Move the metric.

From product strategy to delivery, I solve the constraint that limits growth.

Contact meSee the cases

One evidence-based path from constraint to outcome

Orders pile up at picking: 300 a day.

Impact

  • 1,000/day

    Orders picked

    300 → 1,000 orders/day (+233%), fresh-produce e-commerce, AWS re-platform

  • +120%

    Platform revenue

    Fresh-produce e-commerce, NT$200M annual revenue

  • +66%

    Daily active users

    12,000 → 20,000, health app

  • NT$12M+

    Project portfolio

    Agile, 10-person engineering team

  • +20%

    Site operations efficiency

    Standardised operating procedures at Ecofirst

  • 2

    Companies incubated

    Zhongshuo, each at the NT$1M scale

2022 PMI Taiwan Project Management Benchmark Award, ExcellenceFeatured AWS digital transformation case

How I work

  1. Decompose

    Break the flow into observable steps so each hand-off has a clear input and output.

  2. Locate the bottleneck

    Use data and interviews to find the one step that actually caps throughput.

  3. Hypothesise

    Write down the hypothesis and the metric it should move, then pick the smallest test.

  4. Validate and improve

    Validate, keep improving the flow, and make sure the result shows up in operating numbers.

Core capabilities

  • AI-accelerated delivery

    Build AI-assisted product workflows that shorten delivery timelines.

  • From planning to building

    With AI assistance, build internal tools that colleagues use in their daily work.

  • Digital tools for operations

    Understand each operational bottleneck and pick the right tool to fix it, with measurable benefit.

Cases

Fresh-produce e-commerce, AWS re-platform

Fable · 2021/3 - 2022/7

Situation

A fresh-produce e-commerce business with in annual revenue. Picking handled 300 orders a day.

Bottleneck

Picking was the capacity bottleneck of the whole fulfilment flow.

Hypothesis and approach

Led the re-platform onto , with the goal of lifting the picking capacity limit.

Result

Picking went from 300 to 1,000 orders a day (). Platform revenue grew , and the project was featured as an official digital transformation case.

Health-management app, new platform

Fable · 2021/3 - 2022/7

Situation

A health-management app with about in annual revenue and about 12,000 daily active users. It needed a redesign, scale-based health analysis and event sign-up, plus a migration of existing user data.

Bottleneck

Data fields in the old and new systems had to be defined precisely; otherwise the user data migration would fail.

Hypothesis and approach

Ran requirement interviews to map user journeys, pain points and personas, added competitor analysis, then aligned priorities with the client in workshops. Led use-case design and acceptance.

Result

Launched the new -based platform and migrated user data. Daily active users went from about 12,000 to about 20,000, up within a year.

CDP and data team

OKData · 2020/6 - 2020/12

Situation

Managed product and data teams, owned the roadmap and biweekly cadence, and built data products for retail, e-commerce and real-estate clients.

Bottleneck

Online e-commerce and offline data lived in separate systems. Tens of millions of customer records had to be structured before they could form a usable customer view.

Hypothesis and approach

Define the data strategy and customer 360 view first, clean and model the records, then connect online and offline sources to product features teams can act on.

Result

Integrated tens of millions of customer records across retail, e-commerce and real estate, and delivered the , and chatbots, web tracking and data dashboards.

AI air-conditioning energy savings and operations

Ecofirst · 2025/3 - Present

Situation

Own the roadmap for an energy-saving product for air conditioning; delivery needs the software, project and sales teams working together to deploy at customer sites.

Bottleneck

The cross-team development and deployment flow was not yet standardised, and site operations had room to improve.

Hypothesis and approach

Coordinate the software, project and sales teams on one development and deployment flow, and write standard operating procedures for internal operations.

Result

A cross-team development and deployment flow is in place, and standardised procedures raised site operations efficiency by .

Experience

  1. 2025/3 - Present

    Product ManagerEcofirst

    Own and execute the roadmap for an energy-saving product for air conditioning, setting product direction and feature strategy.

    • Coordinate the software, project and sales teams on one product development and deployment flow
    • Streamlined internal operations with standard operating procedures, raising site operations efficiency by

  2. 2023/11 - 2024/8

    Senior Product ManagerSAT. KNOWLEDGE

    Led product discovery across enterprise learning and consumer education, from HR interviews and learning data products to Hong Kong market validation and internal operations.

    • Enterprise learning: interviewed HR teams at companies of different sizes to understand training operations, then planned a learning dashboard for employee progress
    • Hong Kong market: partnered with marketing and used a third-party platform to enter the market with a minimum viable approach in three weeks
    • Learning outcomes and revenue: planned in-class assessments and explored affiliate marketing and group buying features as new revenue paths
    • Operations: mapped internal leave, compensatory time-off and payment-request processes, then planned tools and workflows to improve efficiency

  3. 2023/5 - 2023/11

    Independent consultantFreelance

    • Product management process: helped a multinational company cascade business strategy into product strategy, with a product roadmap tied to metrics
    • Business model: worked with a hospitality operator at the scale and its FA to organise operating and financial data, find a market entry point and close a fundraising round
    • Venture process: mapped the firm's investment process and built a Notion dashboard so the owner could see the stage of every deal

  4. 2021/3 - 2022/7

    Senior Project ManagerFable

    Managed an project portfolio with , led a 10-person engineering team (web and app), mentored 2 junior PMs, and owned project initiation, execution, resourcing and gross margin. Won the 2022 PMI Taiwan Project Management Benchmark Award, Excellence.

    • Fresh-produce e-commerce ( annual revenue): led the re-platform; picking went from 300 to 1,000 orders a day (), revenue grew , featured as an official digital transformation case
    • Health-management app (about annual revenue): built the new -based platform and migrated user data; daily active users 12,000 → 20,000, up within a year

  5. 2020/6 - 2020/12

    Product ManagerOKData

    Managed product and data teams, owning the roadmap and a biweekly cadence.

    • Integrated tens of millions of customer records across retail, e-commerce and real estate, connecting online e-commerce and offline data
    • Led s and feature design for the , and chatbots, web tracking and data dashboards
    • Defined client data strategies and built customer 360 views

  6. 2019/2 - 2020/6

    Product AssociateZhongshuo Investment Consulting

    Ran user interviews with companies, learned their industries, found improvement opportunities, and validated them with minimum viable tests while collecting feedback.

    • Incubated 2 companies outside the corporate structure, each at the scale, and took their products to market validation

Contact

If you are hiring a product manager, or want to talk through a flow and its bottleneck, I would like to hear from you.

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