Visitor asked
Tell me about Avery's biggest product launch
The most consequential launch I led was the underwriting decision center at Loom Capital. The lending team was burning hours bouncing between three internal tools to make a single decision, and the inconsistency was bleeding into approval rates. I framed the problem as a workflow problem first, not a UI problem — that reframe got the engineering and risk teams aligned on the same goal in week one.
I ran a two-week shadowing sprint with eleven analysts to map every click, every tab switch, every workaround spreadsheet. The output was a heat map of decision friction that became the spec. We deliberately scoped the v1 to one product (small business term loans) so we could ship in eight weeks instead of arguing about a unifying platform for six months.
We launched in March, instrumented everything, and held a weekly review with risk leadership for the first six weeks. Analyst review time dropped 38%, approval volume grew 14% without lifting our default rate, and the NPS from the analyst team — which I genuinely think is the better signal for internal tools — went from a 12 to a 47.
The lesson I keep repeating to PMs I mentor: when leadership is staring at a metric, the temptation is to ship the dashboard that explains the metric. The leverage is almost always one layer deeper, in the workflow that produces the metric.
This is a sample. Avery Chen is fictional and the answers above are pre-written.