Mitya Frikh-Khar

Defined product strategy for healthcare identity management: B2B platform expansion, compliance foundation for future audits, and expansion into new practitioner segments

Assessed payment platform viability through customer interviews—evidence showed customers needed 7 distinct solutions, not one platform

Took on CTO role after departure—established predictable development process, achieved 80%+ delivery predictability

Built structured product function: assessed capabilities, enabled scaling, hired Senior PMs, defined Product and Product Development responsibilities across organization (resolved conflicting interpretations)

Built product operating system: outcome roadmaps, discovery/validation processes, data-driven decisions—shifted team to strategic planning

Enabled transparent growth paths: created career frameworks across Product, Customer Success, and Engineering

Planned loss → profit, 19% revenue growth

70% interruption reduction

80%+ delivery predictability

Velocity +100-150%

Developer satisfaction 75-80%

Cross-functional alignment across Product/Engineering/Sales/Marketing/CS

Identified search as strategic leverage point (35% abandonment); user research revealed terminology mismatches; validated through prototypes and A/B tests: +15% search-to-find, +4.5% add-to-cart, -15% returns

Delivered Customer Data Hub 4 months early—centralized data from 3 systems, fraud reduced to near-zero

Co-created B2B Plus product vision, loyalty program, and business model; introduced unit economics framework and defined car lift as counting unit

Led 3-PM e-commerce group (catalog & search, checkout, mobile) establishing validation-first culture: introduced customer discovery requirements, prototype testing, evidence-based prioritization, and shared planning across all teams

Transformed cross-team collaboration from post-launch reviews to joint planning and ongoing alignment—Product/Engineering/Marketing/CS working toward shared outcomes

+15% search-to-find, +4.5% add-to-cart

-15% return rate

Customer Data Hub delivered 4 months early

B2B Plus vision and business model defined

Launched Referral Manager (new SaaS module), validated through customer interviews, pivoted from dashboards to "refer simply, track progress"; became 15% of SaaS revenue

Launched new version of the mobile app based on customer research and prototype testing—focused on core recruiter workflows: +40% usage, -30% time-to-hire

Established discovery and validation practices: continuous customer interviews, prototype testing, validation before development

Partnered with Head of Product to establish outcome orientation, continuous discovery, and predictable delivery—these practices became the foundation for product discipline

Established predictable delivery processes and documentation standards; developer satisfaction improved from "so-so" to 8/10 across both teams

Referral Manager: 15% of SaaS revenue

Mobile app: +40% usage, -30% time-to-hire

Developer satisfaction: so-so → 8/10

Conducted full validation lifecycle: two initial concepts failed; pivoted to CRM for car repair shops

Validated CRM concept—30 repair shops signed up as first customers

Partnered with major spare parts distributor, evolved CRM to include integrated spare parts ordering—simplified end-to-end repair process

Business model validated through partnerships and revenue—sold to strategic partner

Multiple evidence-based pivots

0 → 30 partnerships → profitable business model → sold to strategic partner

Team growth: 0 → 4 people