The design background is the advantage, not the thing I'm leaving behind.

I'm a product and AI delivery person with five years across B2B enterprise SaaS, B2C mobile and e-commerce. I sit between the people who decide what to build and the people who build it, and most of my career has been spent finding that the gap between them is where products quietly fail.

That means the work is rarely just design. It's the business case that gets the thing funded, the constraint nobody checked, the compliance review before launch, the tooling that removes a bottleneck. I care about the version that actually ships.

I hold dual New Zealand and South Korean citizenship, and I work across English, Korean and Japanese, which has meant carrying the same argument through three languages and into rooms with very different expectations.

Design gave me the things product management is hardest to learn without: user empathy that survives contact with a roadmap, systems thinking, the ability to prototype an idea rather than describe it, and enough craft to communicate a decision so it actually lands.

Product management added the rest: strategy, discovery, prioritisation, working across functions, and enough technical understanding to know which constraints are real and which are habit.

The combination is the point. I can take an ambiguous problem, frame it, decide what should exist, and build enough of it to find out whether I was right.