Allan Milne Lees

After hearing directly from individuals in this market segment, I began detailed market research to understand segment composition, needs, influencers and decision-makers, and adoption patterns.

After five months of deep research involving online data gathering and hundreds of individual conversations with key potential users, I developed a go-to-market plan, a detailed product design specification using feature and functionality definitions, and extensive user stories to guide development. I then oversaw all development activities.

The product launch was followed by an extensive road trip in which all key early adopters were visited and their feedback solicited. This led to a rapid iteration to include new features and capabilities the key segments now understood they wanted as a result of adopting version one of the product (a smartphone app with enterprise-scale capabilities). Version 2 of the product was launched a few months later, during which additional marketing and sales activities were conducted. After launch, I went on a full-time three-month road trip to ensure rapid adoption by key user organizations. This led to several large accounts coming online well within our planned timeline.

I led a series of workshops in which DNA analysis experts and sequencer technicians were encouraged to think carefully about what data they needed as output from next-generation DNA sequencing machines and how this output could best be represented.

We developed a wide range of graphical representations to display complex data in formats that were easily understood visually; heatmaps, graphs, and green-yellow-red alerts. These outputs were then mocked up for review, alterations were made based on feedback, and real data was used to generate a sample output. In this way, we arrived at methods to capture and display extremely complex outputs that made life much easier for those consuming the data.

Developed over several years as a concept, content-centric networking aimed to utilize cheap mass storage technologies in a novel way to reduce the latency of content delivery while increasing security. The next step was to ensure take-up in key early adopter segments, and the major constraint was a very limited budget and resources.

I conducted extensive in-depth market research to identify segments where the core value propositions of CCN would outweigh the initial risk. I then established relationships with key influencers and decision-makers, leading to commitments to trial the technology within their domains.

I developed a full business plan and financial model aimed at raising external venture capital to enable the technology to be spun out and become the core of an independent entity.

Prevarex, Inc. was a health optimization company founded by one of the world's leading scientists. It utilized the most recent and comprehensive science relating to health to provide services to clients wishing to improve their current health and avoid future chronic ailments.

We incorporated three types of diagnostics to enable a more comprehensive view of the client's health. In addition to full blood panel and in-person assessment by one of the company's MDs, I developed an early artificial intelligence online diagnostic system that was based on a large training set of common and extremely rare conditions.

The AI diagnostic system scored better than a panel of regular physicians when comparison tests were run.

I led the partner acquisition of high-end health clubs eager to enhance their range of wellness offerings. This afforded access to high net worth individuals willing to spend on health optimization; over time we planned to drive down the price to capture a larger market share and partner with a wider range of organizations. Client outcomes were excellent and word-of-mouth resulted in rapid expansion.

A client who provided financial advisory services to young adults (16-25 years of age) in the San Francisco Bay area needed to create online product offerings. I was retained to conduct market research, develop the MVP, specify technology stack(s), create product specifications, recommend technical team roles and candidates, create market entry strategy including key partnerships, and create budgets for years one through three.

The organization was using a range of poorly designed open-loop processes that were incurring huge annual costs. I analyzed workflows and IT systems to determine points of failure, then developed with key organizational personnel closed-loop streamlined processes to improve operational excellence. I also specified a range of small but critical changes to IT systems and logic to support the new processes. The result was annual savings of over $100 million for the organization, plus a significantly reduced load on operational personnel.

The acquired eCommerce platform had great potential but no market vision. I assessed the key value elements of the current technology stack and developed a viable business strategy. Then I developed the product vision that would turn the technology core into a full SaaS offering that was aimed at precise customer needs. I also developed the business plan including go-to-market strategy, key marketing messages, operational requirements, and a roadmap for essential future feature & technology development.

The smartphone application connected pastors to their congregations privately and intimately and enabled congregations to build interest-specific networks among family, friends, and co-worshippers. Inspiring messages, stories, pictures, and videos could be shared through the app, and pastors could broadcast both live and post-delivery to large numbers of worshippers in a personal and intimate manner and then receive feedback in a controlled and private way.