Case Study

During my time at RUSH, one of New Zealand’s leading digital agencies I was responsible for managing the relationship with our largest account. After negotiating and securing a contract with the client I was required to lead the product development team as we rapidly scaled. 

Scaling not only required on-boarding multiple new engineers, designers and testers, but also monitoring and continuously improving our team’s operational performance. During this time our team helped lead an initiative to shift the client away from Waterfall towards Agile. This involved multiple rounds of adjustments as we began to determine how our team, our client’s team and their partners would cooperate to release a series of new products and ship feature enhancements.

Our scrum teams built new products and experiences across two react native mobile apps, including a contactless payments experience using computer vision, digital wallets for sharing fuel balances, a loyalty program, online ordering and more for New Zealand’s largest fuel retailer.

I helped shape the product strategy with the Head of Product and Chief Innovation Officer and worked closely with the technical and business leaders across both organisations. We successfully scaled the team from a small handful to over 40 staff in 18 months, and I oversaw 3 new product launches including some groundbreaking firsts for the industry.

I was given a unique vantage point to monitor the performance of all teams, diagnose problems and implement creative solutions. I got to work with a wide-range of technical and non-technical stakeholders, develop a high performance work culture and drive the continuous improvement of our products for end users.