Summary
Scaled a simple sales tool request into a 5-year enterprise DX program, generating over KRW 4B in revenue
Overview
Key Information
- Duration: Jul 2020 – Present (2026)
- Client: Global Automotive Company T
- Role: Product Director (PD)
- Contribution: 25%
Role
- Led initial proposal and defined project vision
- Built and sold a 5-year DX roadmap
- Defined problems through user research
- Designed business and service strategy
Scope
- Strategic project definition
- Field research and insights
- Feature prioritization
- DX architecture planning
Background
- Initial request was a tablet-based sales tool
- Operations were still manual
- Previous digital attempts failed due to resistance
Problem Definition
User Perspective
- Low adoption due to mismatch with workflows
- Strong distrust from past failures
Business Perspective
- Tool alone could not improve efficiency
- No enterprise DX strategy
Technical Perspective
- Fragmented systems
- No integrated data flow
- Lack of user-centric UX
Strategy
UX Strategy
- Designed “must-use” tool, not optional tool
Structural Strategy
- Enterprise-wide DX roadmap
Business Strategy
- Positioned as long-term transformation
Execution
User Research
- Conducted interviews across roles
- Identified real pain points
DX Roadmap
- Expanded into 5-year program
- Aligned stakeholders
Expansion
- Phase 1: core pain points
- Phase 2: consultation & payment
- Phase 3: membership
Results
Quantitative Impact
- Converted into 5-year DX partnership
- Generated KRW 4B+
Qualitative Impact
- Achieved strong adoption
- Successful transformation
- APAC best practice
Key Learnings
- DX starts from user understanding
- Problem definition defines impact
- PD defines direction, not just features