Better choices.
Meaningful outcomes.

01 · Aceve · Product strategy

Knowing where to invest

Challenged assumptions and aligned product direction with business goals and customer problems.

3

parallel value streams

The challenge

The existing roadmap treated feature delivery as progress. Supplier growth depended on manual integration, while recurring bugs pointed to deeper structural problems.

My contribution

I challenged roadmap assumptions, reframed priorities around outcomes and translated supplier-growth ambitions into the conditions needed to scale. I proposed self-service onboarding and organised search, data and platform stability into three parallel value streams.

What changed

The manager evaluation credits this work with strengthening the KP strategy, aligning the product vision with business goals and changing supplier onboarding through aligned incentives. It also recognises the team’s shift from ticket delivery toward customer outcomes.

Relevance to Flatpay

At Flatpay, I would connect growth goals to merchant behaviour, challenge work that does not move an outcome and focus teams on the highest-value constraints.

Source: Aceve performance snapshot · Product strategy, Product thinking and Working with the team. The three-stream structure is described in the self-evaluation.

02 · Ageras · Commercial performance

Turning insight into growth

Changed the marketplace offering, pricing and acquisition flow to improve retention, economics and conversion.

≈55%

lower churn

70%

less bad debt

65%

higher top-of-funnel conversion

6

markets served by the lead form

The challenge

The marketplace connected consumers with accountants. Its business model, product offering and pricing needed to better support customer value and commercial performance.

My contribution

I analysed the business model and helped introduce a new offering and pricing. Separately, I led discovery, design and development of a lead form with automated company lookup, tailored to six markets. I also brought development teams closer to customers and introduced faster validation.

What changed

Following the offering and pricing changes, bad debt fell by 70% and churn by approximately 55%. The new lead form increased top-of-funnel conversion by 65% across six markets.

Relevance to Flatpay

For Pay, this means treating activation, retention and cost to serve as connected outcomes — and making local changes only where they improve merchant value.

Source: Caroline Wiencken’s résumé · Ageras, Senior Product Manager. Results are reported in the résumé; measurement periods are not specified.

03 · Aceve · Search investment

Making technology investments count

Connected search-vendor evaluation with business needs and customer validation before recommending investment.

The challenge

Improving search required a technology decision that balanced technical performance, usability and business needs — rather than selecting a vendor on features alone.

My contribution

I led the search-engine vendor assessment, evaluated technical capabilities against business needs and ran a customer pilot before recommending investment. The evaluation also describes building an Algolia frontend with agentic AI to explore and validate earlier.

What changed

The assessment and pilot gave the investment recommendation a basis in technical performance and customer usability. The manager recognised my balance of understanding technology and enabling the team to solve problems. The evaluation reports shorter learning cycles from AI-assisted development, but gives no measured search-success or cost reduction.

Relevance to Flatpay

At Flatpay, I would validate automation and AI investments against merchant experience, reliability and economics before scaling them.

Source: Aceve performance snapshot · Technical Knowledge and AI First Approach. Vendor assessment, pilot and learning-cycle improvements are described in the self-evaluation.