Crunchyroll publicly named Asia a top strategic priority, with Taiwan and South Korea launches announced by company leadership — and no existing playbook for either market.

Built the international launch programs from scratch, coordinating cross-functional teams to hit both market timelines.

Established launch programs for both South Korea and Taiwan, supporting a company-wide expansion serving 21M+ subscribers globally.

A large enterprise program spanning Canada, Mexico, and South Africa, delivered through distributed Scrum teams.

Managed up to 11 Scrum teams and distributed teams of up to 29 people, and led Agile trainings to build team capability.

Delivered $1.52M in realized business value across three countries.

A UK ATOL licensing program requiring regulatory and compliance experience, and coordination across department heads for critical information.

Partnered directly with Legal, streamlined the project management approach, and worked with department heads to gather required information and follow through.

Recognized by the CEO and C-suite for streamlining and delivering the program.

Critical program risks spanning Engineering, Product, Finance, and Legal, with no single owner driving them to resolution.

Served as escalation owner, building a structured process to investigate root cause, assign fixes, and drive remediation directly with each function.

Resolved 95% of critical program risks within SLA.

An org restructure let go of 85%+ of the partner team expected to define requirements — 90+ people across Engineering, Product, Design, and Marketing — leaving zero clarity on a Q1-scoped, 7-partner migration.

Stepped in as de facto Product owner and Program Manager. After initially over-indexing on requirements at the cost of program management, restructured the approach: delegated platform research to remaining product managers, became the clarity layer to leadership, and built a transparent process for blockers and progress.

Delivered the migration successfully, sustaining ~91 bookings/day. Timeline shifted a quarter due to a legitimate enterprise reprioritization, not planning failure — and the discipline built here became the foundation for later leading the larger, 7-partner WARP Speed migration.

Enterprise brands needed custom-branded booking experiences launched quickly, without sacrificing Agoda's platform consistency.

Led BLT partner launches for brands including Nestlé, Mead Johnson, and Buzzebees, and a customized Paytm discount experience.

Delivered launch cycles as fast as 14 days; Paytm program sustained ~300-350 bookings/day.

Partner launches were taking around 180 days, with teams starting each one without a clear, repeatable process.

Built 14+ playbooks covering launch prerequisites, exact steps, and readiness criteria for every launch type.

Brought launch timelines under 100 days by giving teams full information and exact steps from day one.

Manual status reporting across multiple concurrent programs was slow and repetitive.

Built an AI-powered dashboard using Claude to consolidate program status into a single view.

One-click automated summary and stakeholder distribution — a real, daily practitioner workflow.