Fintech PM with experince shipping software across Europe and the US — I bring 7+ years of product experience grounded in human empathy, systems thinking, and a deep belief that great products start with understanding people.
I started in architecture, learning how to think in systems, how to balance function with human experience, and how to translate abstract ideas into things people actually use. That foundation never left me.
From there, I spent three years at Ventures Platform in Nigeria — one of West Africa's leading VC firms — evaluating early-stage fintech and SaaS startups at the pre-seed through Series C stages. I saw what separates companies that scale from those that don't, and I fell in love with the product decisions that make the difference.
That pulled me toward a master's in Human-Computer Interaction at Tallinn University, where I deepened my understanding of how people interact with technology — building the theoretical and research foundation that now shapes how I approach every product problem.
I then spent years building and shipping in Europe — at Zageno (a B2B e-commerce platform for scientists in Berlin) and at Coolbet (a fintech/payments platform later acquired by GAN) in Estonia — owning roadmaps, integrations, UX decisions, and cross-functional delivery end to end.
Today, I'm based in Jersey City, NJ, completing an MS in Product Development at RIT, and looking for my next challenge. I'm not wedded to one industry — I'm a PM who can work across domains because the fundamentals travel.
Real-world product problems solved across payments, e-commerce, analytics, and UX — each one a story of defining the problem, working with people, and shipping.
As PM for payments at Coolbet (acquired by GAN), I owned the full end-to-end wallet experience across Scandinavia and beyond — from bank partnerships and API integrations to UX decisions, ops tooling, and a government-backed identity rollout for 57K users.
The challenge: Post-acquisition, deliver a robust payments infrastructure across multiple international markets while reducing fraud, integrating third-party providers (PayPal, Apple Pay, SEPA banks), and improving ops team UX — all in two-week sprints.
My role: Led a cross-functional team of 6. Defined the roadmap. Owned all bank and API partnerships. Designed the UX for payment flows (settlement buffers, dispute resolution, wallet UI). Ran bi-weekly customer calls across markets. Coordinated UAT. Shipped.
Zageno is a two-sided e-commerce platform for laboratory supplies — 40M+ SKUs from 5,000+ brands. I was the PM optimizing the operational backbone that makes orders actually happen: address correction, payment autofill, finance workflows, and reporting.
The challenge: Ops agents were manually copying credit card details between systems, correcting shipping addresses by hand, and doing complex weekly finance reports using fragile spreadsheet workflows. Every minute lost = delayed order for a scientist.
My role: Identified root causes. Led a virtual credit card integration with Silicon Valley Bank that auto-populated payment fields. Streamlined address correction flows. Built a structured weekly finance report that replaced ad-hoc data pulls. Managed vendor RFPs throughout.
A real client engagement through Taproot Foundation. Abraham Initiatives had a functioning WordPress nonprofit website with traffic, donations, and a mailing list — but visitors were dropping off the homepage in under 13 seconds before understanding the mission or taking action. I was brought in as product strategist and requirements translator.
"Hi Fiyin! I ran this past my team and we think it looks great."
— Lydia Woolley, Associate Director (North America)
Visitors weren't immediately understanding the organization or finding key actions fast enough. Analytics showed high homepage drop-off, short dwell time, and low conversion despite functioning donation and email infrastructure.
Conducted stakeholder interviews. Analyzed Google Analytics data. Identified the homepage as a weak entry point — lacking clear mission explanation, visible CTAs, and intuitive resource navigation. Translated findings into a detailed PRD ready for developer handoff.
Homepage redesigned as a single scrollable mission + action hub: visible donation CTA with preset amounts, mailing list placement above the fold, simplified resource navigation, and a cleaner information hierarchy — all within the existing WordPress stack.
Structured exercises that show how I approach ambiguous problems — from marketplace economics to analytics strategy. These are interview-style cases, framed as I'd present them to a hiring team.
Given a new city launch with a 60% driver match rate and clear churn asymmetry between matched and unmatched riders, how do you set pricing to maximize 12-month net revenue without raising rider prices?
Only 60 of 100 ride requests find a driver. Riders who fail to get a match churn at 33%/month vs 10% for matched riders — meaning every unmatched ride isn't just a lost trip, it's a compounding retention problem. Driver CAC is $500 vs $10–20 for riders, so the supply side is the expensive constraint.
The experiment showed reducing Lyft's take from $6 to $3/ride pushed match rates from 60% to 93% almost instantly — proof that driver supply is price-elastic. The key insight: at 60% match, the 40% failure rate is destroying rider LTV faster than the margin loss from subsidizing drivers. I'd recommend a phased driver incentive program funded by accepting lower short-term take rates, with a clear ramp back once supply is established and churn normalizes.
Match rate improvement → reduced rider churn → higher LTV → justifies short-term margin compression. Track: match rate, 30-day rider retention, driver monthly active rate, and net revenue per cohort.
A BNPL company with zero analytics infrastructure needs to become data-driven. Simultaneously, one team wants to add DHL home pickup returns. Where do you start, and how do you validate fast across multiple teams?
No analytics baseline means no ability to validate ideas fast — every team is guessing. The goal is to increase app retention while multiple teams are working on competing initiatives. Without shared data infrastructure and a clear definition of retention, you risk running experiments that contradict each other.
First, define retention operationally before measuring anything — I'd define it as a user completing at least 2 tasks per week. Then instrument the product to capture the funnel. For the DHL returns feature, I'd resist building it end-to-end immediately. Instead: scope an MVP with a single courier partner, run a closed beta with a small user cohort, and measure return rate, NPS delta, and time-to-return before any further investment.
What's the customer's lifetime value? What's average monthly revenue per user? What does the return rate look like today? Without these, you can't calculate whether the retention impact justifies the logistics cost of the feature.
Data-driven product strategy for a Buy Now Pay Later business with no analytics baseline.
Pricing strategy for a new Lyft city launch optimizing driver match rates and unit economics.
Home pickup returns feature — scoping, phasing, and A/B testing approach for DHL.
Building a data strategy to drive app retention across multiple product teams.
End-to-end UX case study for a fitness mobile application.
User research and design for a hiring onboarding tool for two distinct user personas.
UI/UX redesign of a storytelling platform — problem definition to wireframes.
Dashboard design, feature prioritization, Tesla sentiment analysis, Agile scheduling, CAPTCHA UI, and more.
HCI background means I speak both languages — I write specs designers can act on and give engineers context that reduces rework.
📜 Also certified: Google AI Essentials (2025)
When I'm not building products, I'm making music. I write, record, and perform — with a single out and gigs around the city. The same instincts that make me a better PM — listening carefully, noticing what resonates, understanding what people feel — are the ones I bring to music too.
Open to PM and UX/Product Design-adjacent roles in the NYC area or remote. I'm especially interested in teams building meaningful products at the intersection of technology and people.