Most product failuresaren’t engineering problems.They’re clarity problems.
Fractional CPO and co-founder of Reka Cipta Digital. Twenty years in digital work, most of it learning the hard way which product decisions actually hold up.
Fractional CPO
Inside organizations, not advising from a slide deck. Leading product at Pro Archery: roadmap, team, priorities. Decisions that move revenue.
Builder
MyArchery.id, Blazz, OpenCode for Copilot Chat. Each started as a business problem and ships today. Technology came after, the same order every time.
Founder consulting
Turning a raw concept into something that survives a real conversation with an investor. A few focused sessions, not months. Rated 5.0.
Case studies
(07)Every one of these started from a business problem. The technology came after.
Blazz
WhatsApp-native SaaS for Indonesian SMEs. Built where business actually happens: inside the chat, not in a slide deck.
Jalan Kita 2.0 (JAKI)
Road and bridge condition monitoring for Indonesia's national roads authority. A bridge that goes unreported stays broken.
Forcing clarity before the money and the building start.
Name the problem in a sentence
Then build the smallest thing that proves or kills the assumption. If the problem doesn't fit in a sentence, the project isn't ready, no matter how good the deck looks.
Sequence beats speed
At Pro Archery I wanted the consumer platform first. Two months with the inventory mess showed it would only expose the same chaos prettied up. Each phase has to work before the next begins.
Words a CFO would sign off on
The failures I've watched weren't process failures. The product owner was never forced to define what the business actually needed, in words a CFO would sign off on. That definition is the job.
Twenty years, one pattern
Enough time to watch the same failure repeat, and to learn which order things actually have to happen in.
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