Product Business Leader · Portfolio 2026

From Customer Insightto Business Outcomes

I start by finding where customers hesitate.I use that evidence to set product and business priorities,then ship with the team and check what happened.

Kwantae KimProduct Business Lead · FORCETELLER · Seoul

First-purchase package · new and early-stage customers: 173 → 399 / week
GA purchase events within five minutes of a post interaction: 199 → 660
Android install conversion rate: 16.3% → 33.4%
Business operating scale: 400K+ · 1M+ payments

My career began with making digital experiences work well. At SurveyMonkey, customer research, design systems, and product launches taught me that a good experience is never created by the interface alone.

Today I lead the FORCETELLER business unit and make decisions across product, marketing, CRM, merchandising, operations, partnerships, data, customer support, and design. I look at customer behavior beside revenue, decide what to grow, fix, or stop, and turn that decision into work the team can actually deliver.

More recently, I connected competitor research, marketing analysis, ad planning, and production prompts in one AX workflow. This reduces repeated handoffs and feeds live campaign results into the following week’s analysis and planning.

2012—2013UX/UI Designer
Turned designed experiences into working interfaces and stayed involved through code and QA.
2013.06—2021.07Designer → Lead Visual UX Designer
Used research to find the problem, then learned how systems and launches help many teams work together.
2021.08—NowDesign Lead → Product Business Lead
Now make decisions across product, revenue, pricing, budgets, and priorities while leading a business unit.

Customer Truth Business Choice Execution System Business Outcome

First-purchase package conversion · new and early-stage customers: 5.4% → 8.8%
3-89 reactivation-package purchases: 1,971 · 11 days
GA purchase events within five minutes: 93 → 199 → 660
Post user interaction rate: 5.16% → 23.69%

Business ContextThe problem was not content volume. It was the gap between what customers needed and the products available to them.
The ReframeI changed the question from “What else can we sell?” to “When do customers need an answer?”
My DecisionI prioritized relevance over shelf exclusivity and replaced an open text field with guided cards.
Outcome & LimitsPurchase events increased, but I evaluated conversion efficiency and long-term value separately.

Featured case · Product & MonetizationLive DemandHow I moved beyond the content-supply hypothesis and built a path from customer concerns to posts, products, and CRM.View monetization decisions

Lifecycle strategy · Pricing & PromotionLifecycle Offer PortfolioHow I separated a promotion aimed at first purchase from an offer for long-lapsed customers, then designed the price and product mix for each.View the offer portfolio

ASO updates launched: 39
Android install conversion rate: 16.3% → 33.4%
New-user drop-off: 44% → 38.4%
Recommendation events per user (EPU): 4.5 → 6.3

Growth ModelI managed the journey from ad impression to return visit as one flow.
AcquisitionI made sure the story promised in an ad continued on the store page.
ActivationI brought the first experience forward and made the next relevant content easier to find.
Failed HypothesisThe strong average from a high-volume content period did not repeat in later cohorts.

Featured case · Global Product GrowthEnglish Product GrowthHow I grew the English-language service by testing each step from acquisition to return visits instead of treating it as a translation.View the growth portfolio

Average monthly logged-in users: 400K+
Annual payments: 1M+ payments
Revenue share from existing customers: 91.1%
Current business unit · guilds: 10 people · 2

Portfolio ViewI used the business metrics to decide what needed a decision that week.
Business DiagnosisWhen revenue fell, I separated payer volume and ARPPU before blaming traffic.
Decision RightsI clarified who would decide, who would deliver, and where support was needed.
Learning LoopPost-launch results changed what we did next and where we placed resources.

01Signal02Decision03Delivery04LearningLeadership system · Cross-functional executionBusiness Operating SystemHow I ran a weekly review around decisions, owners, and due dates instead of adding another status report.View the operating system

Reusable components: 40+
Reduction in end-to-end production time: Approx. 50%
Industry-professional interviews: 21
EAP enrollments: 150+

Customer DiscoveryBefore designing the product, I learned how industry professionals actually worked.
Product LaunchI carried the research into one coordinated product, marketing, and engineering launch.
System DesignI replaced reliance on one fast individual with standards the whole team could reuse.
Career TransferI later applied the same systems thinking from interfaces to teams and business operations.

UX foundation · Product launchMarket Research SolutionsHow I took part in interviews with 21 industry professionals and in usability testing, then helped carry those findings into the user flow and launch.View the customer-discovery foundation

UX foundation · Scalable systemMarketing Design SystemHow the team and I turned more than 40 components and their shared standards into a common language for global teams.View the system design

Research automation: Wednesday 1:00 AM
Planning automation: Wednesday 3:00 AM
Ad briefs: 6 per week
In live operation: 6 months

Scheduled AutomationRan research and analysis automatically on a weekly schedule.
Human ReviewKept human review of hypotheses, brand, and quality before production and launch.
Agent PortfolioExpanded the system to meeting notes, data analysis, and strategy-planning agents.
Business OutcomeConnected automated output to live campaigns and early efficiency signals.

Human-controlled AX workflowAI Transformation Workflow for Performance Ad Research and PlanningA human-controlled workflow connecting automated research, analysis, planning, and prompts to ad production and performance review.View the AX operating case

Leadership Principles

A good idea only becomes a result when the team can carry it through.

I look at customer behavior beside the business numbers and make the one decision that matters now. Then I set a clear owner and deadline, ship it with the team, and return to the evidence to understand what worked and what fell short.

Customer Truth

Start with where the customer stops or hesitates.

Business Choice

Surface the product, pricing, and priority choices behind the numbers.

Execution System

Make it clear who decides, who delivers, and by when.

Learning Loop

Carry failed hypotheses forward alongside the wins.

From Customer Insightto Business Outcomes

The decisions I made, and the numbers observed afterward.

I started by designing screens. Today I lead product and business—and use AX to extend how teams execute.

Instead of adding more content, I looked for moments when customers were looking for an answer.

I treated the English-language service as a product to grow, not a translation to maintain.

I brought work scattered across functions into one weekly business decision.

What I learned in UX still shapes how I make business decisions.

Automated research and ad planning, then connected the output to execution through human review.

A good idea only becomes a result when the team can carry it through.

Customer Truth

Business Choice

Execution System

Learning Loop