Building Products

Building Products

I’ve spent over 15 years working at the intersection of product, research, business, and design — leading products and teams across startups, corporates, tech companies, government agencies, and product studios.

From brand-new products (0→1) to scaling and evolving existing ones (1+), I’ve helped shape impactful, user-centred products — driven by a passion for building and a belief that well-designed products and services can make a meaningful, positive impact in the world.

This page highlights some of the products I’ve helped bring to life. In each case, I’ve either led the work entirely or played a significant leadership role — spanning team leadership, strategy, feature decisions, roadmapping, prototyping, user research, business model development, and beyond.

Building Brand New Products (0→1)

This section showcases examples where I led the development of brand new products — from early concepts through to prototyping, development, and launch. Across these projects, I defined product objectives, shaped features, identified users, led prototyping efforts, ran ongoing discovery and research loops and led cross-functional teams — all with the aim of building products that were desirable, viable, feasible, and impactful.

Found

  • Found is an on-demand concrete ordering and management platform — often described as the Uber for concrete.

    It enables users to order, schedule, and manage concrete pours from multiple providers with speed and simplicity.

    What once required hours of coordination, phone calls, and frustration can now be done effortlessly in just a few clicks.

  • Found was developed within B-Hub — the innovation lab of Boral, one of Australia’s largest construction materials companies.

  • Found has been described by users as a game changer for the concrete industry — dramatically reducing coordination time, simplifying the ordering and management process, and unlocking potential for much more.

    Within Boral, it became the company’s most successful digital venture, eventually forming a core part of its broader digital offering.

    More broadly, Found is often cited as a leading example of successful corporate innovation in Australia’s construction and infrastructure sectors.

  • I played a dual role across both B-Hub and Found.

    At B-Hub, I served as Principal Product Manager in Residence — leading the development of the lab’s product and design practices, mentoring teams and product leads, and driving several of the hub’s key product initiatives.

    At Found, I led the product from a scribble on a post-it to a live MVP in market. My responsibilities spanned the full product lifecycle, including:

    • Team leadership and management

    • Defining the product vision and strategy

    • Mapping the domain, users, and market

    • Shaping features and roadmaps

    • Leading prototyping and user research

    • Managing development and delivery

    • Designing the business model

    • Working closely with senior leadership to ensure strategic alignment

    I grew Found from a two-person experiment into a focused, cross-functional 10-person team. After delivering the MVP, I handed the product over to a dedicated product manager.

    This product manager later described Found as a rare case of product-market fit from day one — noting they barely had to change anything and could simply focus on scaling and executing the roadmap we’d laid out. A testament to the strength of the process we followed.

    Over the following years, I was invited back to support the team as they evolved, improved, and expanded the product.

  • Found launched as an MVP, moved into a closed beta, and eventually opened to the public — scaling across the industry.

    At the end of 2022, Boral shifted its strategic focus back to core revenue streams and began winding down its broader digital ventures.

    While Found remains available, it was significantly scaled back — dropping its market-wide positioning and transitioning into a tool used exclusively for ordering and managing concrete from Boral-owned companies.

    You can access the product via the following link or download it directly from the App Store

Entity Management

  • Entity Management is a central platform that enables the Department of Agriculture to oversee and regulate Australia’s $80 billion agricultural export industry — managing every registered export business, their goods, and related operations nationwide.

    The platform consolidates data from multiple disconnected systems across the department, providing a unified, reliable, and real-time view of the entire export landscape.

    Entity Management supports national-scale coordination, operational efficiency, and regulatory compliance — equipping departmental staff with the tools to track, assess, and manage export entities with greater confidence and clarity.

  • Each year, Australia exports over $80 billion in agricultural goods. The Department of Agriculture is the federal agency responsible for overseeing and regulating this critical national trade.

  • After decades without such capabilities, Entity Management provides departmental users with their first unified view of Australia’s agricultural exports — transforming how the sector is managed, regulated, and governed.

    The platform is widely regarded as one of the most successful, well-designed, and thoughtfully executed digital products to emerge from the Department of Agriculture.

    The team behind it was also recognised as one of the department’s most effective and high-performing.

  • I led product management across Entity Management — helping shape the product from a rough, loosely defined concept into a clear and powerful tool now being adopted widely across the department.

    My responsibilities included:

    • Defining the product vision, objectives, and proposition

    • Leading roadmapping and prioritisation

    • Developing deep user understanding through in-depth, ongoing research.

    • Guiding prototyping, design, and iterative testing

    • Managing the development process

    • Coordinating cross-functional work

    • Collaborating with senior leadership to ensure strategic alignment

    In parallel, I helped establish the team’s product, design, and research practices.

  • Entity Management launched as an MVP, progressed through a closed beta, and is now being scaled across the department.

    Entity Management is quickly becoming a core tool supporting staff in their day-to-day regulatory and operational work.

    Being a government internal-facing platform, there is no public version available.

River

  • River is a product management platform designed to help teams shape and align on new product initiatives before development begins.

    It enables teams to clarify concepts, define users and needs, and move forward with shared purpose — ensuring products are built with clear strategy, alignment, and intent from day one.

    River lets teams map out product features, screens, flows, and user needs — transforming high-level concepts into well-shaped, actionable ideas, ready to be built.

  • River is a product experiment built under Pebble — a product studio I founded and ran between 2021 and 2024.

    As a studio, Pebble partnered with startups, corporates, tech companies, and studios to build new products and improve existing ones.

    After three productive years, I made the decision to close the studio, step away from agency work, and refocus on in-house product management and leadership.

    In the years that followed, Pebble evolved into a platform for publishing, showcasing, and refining the product frameworks and practices my team and I had developed.

    River is the next step in that evolution — an experiment in transforming those frameworks into a practical, impactful product management platform designed to help individuals and teams build better products.

  • River is a product that’s been a long time coming.

    Back when I was running Pebble, the team and I were actively developing a product approach that brought together product management, product design, strategic design, and user research into a unified practice.

    While we focused on tools, frameworks, and templates to support our product consulting work, I always envisioned a digital product that could embody these methods — a platform that would help our team, and the teams we worked with, align more effectively and build better products.

    Toward the end of Pebble’s run as a studio, I began prototyping that vision in Figma — exploring what such a product might include, how it might look, and how it could fit into a team’s workflow.

    Believing in speed, simplicity, and feedback-driven design, I created a lightweight MVP: an interactive workspace template called Product HQ, published on the Miroverse (Miro’s community template library).

    The workspace was designed as a collaborative space where teams could shape product and feature concepts, align around user needs, and establish a shared source of truth. The beauty of the approach was its simplicity — no complex tech needed. We built the core of it directly in Miro and released it to the world.

    Over the next two years, thousands of people across variousofcompanies used the Product HQ.

    Personally, I used it extensively while leading multiple product initiatives at the Australian Department of Agriculture, where the workspace became the foundation for some of the most effective product teams and impactful tools the department had seen in years.

    At the same time, Pebble team members and clients brought the framework into new roles — using it to shape product work at companies like Envato, Meta, and beyond.

    While the product didn’t continue developing beyond this initial version — due to shifting focus — I continued to receive feedback from dozens of users and kept quietly evolving the approach.

    As I wrapped up my time at the Department of Agriculture, I had a long list of improvements in mind — and, more importantly, I still hadn’t let go of the original dream: to turn this workspace into a fully-fledged digital product.

    Now, with the rise of vibe coding and an explosion of new tools being built by both seasoned teams and first-time builders, the timing finally felt right. There’s a clear need for a tool that provides structure — and makes the product development process more accessible to everyone.

    River is the result — a digital platform designed to help teams shape early product concepts and build better, more impactful products.

    River’s beta is currently in development, with a closed pilot planned for September.

  • River is still in development, with its beta yet to launch — so its direct impact is still ahead.

    However, in its earlier form as Product HQ, a workspace template published on Miroverse, the foundations of River have already helped shape product practice across a wide range of teams, settings, and domains.

    Thousands of users have engaged with the Product HQ framework via Miroverse, applying it to new and existing products — using it to map users, shape features, guide product design, and establish alignment.

    The framework has been adopted across startups, corporates, and government, with teams at Meta, Envato, Phoria, and the Australian Department of Agriculture all using it to bring greater clarity and cohesion to their product work.

    River’s greatest impact lies in how it helps teams shape early product thinking, align faster, and build better from the start — bringing structure, clarity, and confidence to a space often riddled with noise and ambiguity.

  • As the product lead behind River, I’ve been responsible for shaping the product from concept to MVP.

    River builds on years of lived product practice — developed through hands-on work across startups, studios, corporates, tech companies, and government.

    My responsibilities have included:

    • Developing the overall product vision

    • Crafting feature decisions and product strategy

    • Leading prototyping and early concept design

    • Conducting user research and validation

    • Leading product development and delivery

    • Creating all frameworks and templates that underpin the product

    • Synthesising years of tools, practices, and client learnings into a coherent product experience

    In many ways, River is the distilled expression of my entire product practice — translated into a tool for others to use and build with.

Improving Existing Products (1+)

This section showcases examples where I led the evolution of existing products — identifying opportunities, shaping new features, and guiding teams through meaningful product improvements.

Across these projects, I defined product objectives, prioritised features, managed roadmaps and releases, uncovered user needs, led prototyping efforts, ran discovery and testing cycles, and aligned cross-functional teams to bring it all together.

Export Register

  • The Export Register is a centralised platform designed to manage all export and production-related permissions held by Australian agricultural businesses and individuals. It allows departmental staff to oversee and administer export approvals, providing greater visibility, consistency, and control over Australia’s agricultural trade operations.

    The platform replaces a decades-old legacy system with a modern, scalable solution — built to meet the evolving needs of both the industry and the Department, while keeping pace with modern product capabilities.

  • Each year, Australia exports over $80 billion in agricultural goods. The Department of Agriculture is the federal agency responsible for overseeing and regulating this critical national trade.

  • The true impact of the Export Register is still unfolding, as the platform enters its final stages of development. But its potential is immense.

    The Export Register replaces a legacy system originally built in the 1990s — a patchwork of outdated technology and features that had accumulated over decades. Despite its complexity and steep learning curve (often requiring months or even years to fully understand), it remained one of the beating hearts of the department: used daily by hundreds of staff and deeply (albeit messily) integrated with multiple other systems.

    The new platform was designed and co-created in close collaboration with those same users. When the final screens were presented, users were consistently astonished by the clarity, simplicity, and power of the product. Many remarked that it would save them hours each week and dramatically streamline their workflows.

    Already being described as a game-changer, the Export Register is on track to exceed even the success of the Entity Management Platform — which I led the year prior.

  • I led the development of the Export Register — shaping the product from a rough vision into a carefully crafted and powerful tool.

    This was one of the most complex and rewarding product challenges I’ve worked on. The brief was clear but ambitious: take an archaic, deeply embedded legacy platform — used daily by hundreds of users, connected to numerous systems, and critical to the department’s operations — and rebuild it from scratch. The new platform had to retain all essential functionality, dramatically simplify the experience, and set the foundation for long-term innovation.

    Unlike most greenfield builds, we couldn’t start small. The product needed immediate functional parity with the old system — ready to replace it outright. On top of that, we had to satisfy multiple user groups with vastly different needs and workflows — many of whom used the original system in unintended ways.

    To meet the challenge, I developed a structured yet adaptable approach — one that balanced depth with simplicity and turned a daunting task into an achievable one.

    My Approach

    1. Map it out

    Break the legacy product down into its core building blocks — features, user flows, users, scenarios, and real-world usage patterns. Identify what’s critical, what’s redundant, and how the system is actually used (not just how it was designed to be used).

    2. Keep / Remove / Refine

    Make strategic decisions about what to retain, remove, simplify, or merge — guided by real usage, user need, and the future vision.

    3. Add thoughtfully

    Identify high-impact opportunities to introduce new functionality — solving long-standing pain points and enabling new possibilities.

    4. Restructure

    Reassemble the refined components into a modern, intuitive structure — reshaping the product’s information architecture and workflows to maximise usability and clarity.

    This was an iterative, user-driven process. We co-created the product with real users from the start, using research, prototyping, and continuous feedback loops to build confidence and alignment at every step.

    Responsibilities

    • Defined the product vision, strategy, and value proposition

    • Designed and led the end-to-end product development approach

    • Led roadmapping, prioritisation, and release planning

    • Mapped out core product features, user needs, and end-to-end flows

    • Made experience-level and feature-level decisions based on research and product goals

    • Led information hierarchy and UX decisions

    • Directed prototyping and screen validation

    • Conducted in-depth user research and co-creation sessions

    • Managed cross-functional delivery and development

    • Collaborated with senior leadership to ensure strategic and organisational alignment

    In parallel, I helped establish and evolve the team’s product, design, and research practices — managing our team and laying the groundwork for long-term capability and success.

  • Beyond the product itself, one of the most meaningful impacts has been cultural.

    Many users and senior stakeholders had been involved in previous rebuild efforts — often walking away frustrated and disillusioned. They described feeling misunderstood, sidelined, and poorly supported by past product teams who failed to grasp the complexity of their domain, their ways of working, and their day-to-day realities. The result was often a substandard product that didn’t meet their needs.

    This legacy posed a major challenge: we weren’t just rebuilding a platform — we were rebuilding trust.

    Through deep research, continuous engagement, and genuine collaboration, we were able to shift that narrative.

    By the end, stakeholders consistently told us they had never felt so included in a product process. Many were astonished by how well the team came to understand not just their tasks and needs but their broader context — and how thoughtfully that understanding was translated into the product.

    For many, it was the first time they felt a product team truly got it. That sense of trust and alignment has become one of the strongest foundations for the platform’s success.

  • After months of in-depth research, thoughtful design, and focused development, the Export Register is now in its final stages. The product is currently with engineers for final refinements, with an initial release planned for late this year or early next — depending on the pace of our engineers.

    As an internal government platform, it is not publicly accessible.

The Global Heritage Archive

  • The Global Heritage Archive (GHA) was a virtual reality application that enabled users to explore cultural and historical sites from around the world through fully immersive, interactive environments.

    Designed to preserve and share global heritage, GHA offered a powerful, experiential way to connect with the world’s most significant cultural landmarks — bringing history to life and making it accessible to anyone, anywhere.

  • The Global Heritage Archive (GHA) was developed by Meta’s New Product Experimentation (NPE) team — Meta’s internal innovation lab dedicated to testing bold, high-potential product ideas.

    GHA quickly became one of NPE’s most successful and ambitious initiatives. At the time, it stood out as one of the most immersive VR experiences across Meta’s entire portfolio — and was widely regarded as one of NPE’s most innovative experiments to date.

  • Over a period of two years, I was engaged multiple times by the GHA team, joining as Product Lead to help shape the product, push its boundaries, and make it more meaningful and engaging for users.

    When I first joined, GHA had been in ad-hoc development across several internal and external teams. An internal MVP had been built, but it lacked a clear direction and wasn’t ready for external users.

    My initial brief focused on increasing user engagement by adding immersive storytelling, visual design, and contextual layers. I led a dedicated cross-functional product team to tackle this challenge — conducting deep user research, prototyping new features, experimenting with interactive experiences, and running ongoing testing to validate ideas.

    Due to my structured approach and broad experience, my role soon expanded to help formalise the product foundations and develop a cohesive product practice for GHA. This included helping define the product vision, user focus, MVP scope, feature set, long-term roadmap, and strategic positioning.

    Across the various engagements, my contributions included:

    • Leading a cross-functional product teams to explore and prototype new features

    • Conducting deep user research to inform design and strategy

    • Shaping the product’s fundamentals — including market positioning, user segmentation, MVP definition, and long-term vision

    • Establishing product, design, and research practices

    • Mentoring and upskilling team members across disciplines

    • Collaborating with senior stakeholders to ensure alignment with broader strategic goals

    Over the two-year period, I was re-engaged multiple times, each with a slightly different brief focused on advancing a different aspect of the product.

    Every engagement involved finding new ways to understand users more deeply and strengthen the overall user experience and product offering.

  • GHA was successfully launched as an MVP and progressed into a closed beta — offering a glimpse into a bold new way of experiencing cultural heritage through immersive VR.

    While the product showed strong promise and offered something truly unique in the market, it was ultimately decommissioned when Meta shifted its strategic focus away from the metaverse and toward AI.

    Interestingly, Meta made the product’s intellectual property available to the various internal and external teams that had contributed to it over the years — with the hope that someone might eventually bring it to market.

    The product may still see the light of day after all.

    The product may still see the light of day after all.

    Since GHA was a confidential product developed internally by Meta and never released to the public, no public link or materials are available. That said, I’d be more than happy to share more about it — just ask.

  • While GHA was ultimately decommissioned, it had a significant impact — both on users and the teams who helped build it.

    For users, research consistently revealed just how powerful the experience could be. Participants described a sense of wonder, presence, immersion, and emotional connection that far surpassed anything they’d encountered in other VR products. Many told us — and we often said it ourselves — that we hadn’t realised technology had come this far.

    For the team, GHA created a rare environment for experimentation. It allowed us to reimagine what product innovation could look like — not just on a 2D screen, but as a fully immersive experience. Moreover, the fast pace of research, design, and experimentation showed how quickly a team can move when good product practices, alignment, and trust are in place.

    Finally, for Meta, GHA became one of the most ambitious and well-regarded product experiments to emerge from the New Product Experimentation (NPE) team. It pushed the boundaries of what was possible in VR at the time — combining immersive storytelling, rich visuals, and cultural preservation into a cohesive experience.

    The product practices and creative approaches developed during GHA went on to influence other teams, and many of the features and experience design patterns inspired future products across the company.

Overarching Product Portfolio

  • At the ABC, I had the opportunity to take on a rare kind of product challenge — not improving a single product, but rethinking an entire product portfolio.

    The task was to evaluate which products should be kept, sunsetted, or merged; explore what new products could be added; and design a more cohesive, intentional experience across the ecosystem.

    It required zooming out to consider not just individual products and content types, but how users moved between them and consumed content — and what kind of overall experience we were collectively delivering.

    This portfolio work sat within a broader strategic engagement: developing the ABC’s product and people strategy for the next three years.

    The overarching goal was to create a clear approach that could:

    • Align the organisation’s digital products

    • Empower product teams and support functions

    • Improve the shape and focus of the portfolio

    • And ultimately position the ABC as one of the most exciting places to work in product in Australia

  • The ABC is Australia’s national public broadcaster. It produces written, audio, and video content across news, culture, and beyond — delivered through a wide network of channels and a deep portfolio of digital products.

    I worked within the Digital Product team — the group responsible for shaping, designing, and delivering the ABC’s digital products, tools, and services.

  • I was brought on as a Product Strategy Lead to help define the future of product at the ABC.

    My overarching task was to develop the Digital Product team’s people and product strategy, mature ABC’s product and design practice, and strengthen its digital product offering.

    As part of this engagement, I was asked to rethink the entire product portfolio — with the goal of creating a more intentional, cohesive ecosystem of digital services and experiences.

    Working closely with senior leadership and extended teams, I developed a clear product approach to help set the organisation up for long-term success.

    My Approach

    To meet the challenge, I designed a structured yet adaptable approach that broke the task into clear, actionable components:

    1. Map it out
    I meticulously mapped all of ABC’s digital products and experiences, creating a product tree that had never previously existed within the organisation.

    Once mapped, I worked with teams and stakeholders across the business to understand the context and history of each product — assessing them qualitatively (team perspectives, intent, strategic relevance) and quantitatively (usage, metrics, performance, etc.).

    2. Evaluate
    I helped the organisation make strategic decisions about what products to retain, simplify, remove, or merge — guided by real usage data, user needs, business priorities, and future vision.

    3. Add thoughtfully
    I identified new, high-impact opportunities to introduce into the portfolio — solving long-standing user pain points and unlocking new possibilities.

    4. Restructure
    I reassembled the product tree into a leaner, clearer, and more impactful portfolio — with greater alignment across content, experience, and user journeys.

    Product Improvements

    As part of the portfolio rethink, we also explored ways to improve individual products. This included merging related offerings, better integrating content types, and reimagining how users move between products to create a more seamless overall experience.

    Responsibilities:

    • Defined the overarching product vision and strategic direction

    • Led end-to-end product mapping

    • Developed and delivered portfolio recommendations

    • Prototyped new product propositions and integration concepts

    • Led qualitative and quantitative research efforts

    • Developed a portfolio-wide roadmap for the work required

    • Partnered with senior leadership to ensure alignment with organisational goals

    • Worked on the broader people and product strategy — shaping product practice, improving team capability, and laying the foundation for long-term success

  • Strategically, it gave the ABC its first comprehensive view of the digital product ecosystem — helping leadership and teams understand how everything fit together, where redundancies existed, and where new opportunities lay, both for product integration and for future product development.

    This visibility enabled more confident, aligned decision-making around what to focus on, what to consolidate, and how to grow. Alongside the broader Product and People Strategy, it gave the organisation a shared direction and a more unified way of working — helping align teams across disciplines and guiding them with a common language and framework.

    The strategy directly influenced key product decisions in the years that followed, and many of its recommendations are still being implemented today.

    Culturally, the work shifted how product was understood and practiced across the ABC — raising the bar for what strong product thinking, strategy, and design could look like. It inspired teams to think more ambitiously about what their products could become — and how to work together to deliver a more cohesive and intentional experience for users across the ecosystem.

    While the strategy has since been refreshed (as it is every few years), many of its core ideas remain in place and continue to shape the ABC’s product direction today.

Product Experiments (‽)

This section showcases active product experiments I’m currently exploring. Experimenting with product concepts helps me sharpen my skills, test new ideas, and continuously evolve my approach to product thinking. These projects are a creative outlet, a space for problem-solving, and a reminder to stay playful, inquisitive, and always learning.

Kleinman

  • Kleinman is a disposable camera app that captures the magic of analog photography — with a modern, GenAI twist. It simulates the full film experience: limited shots, no previews, and the delayed gratification of development.

    Users purchase a virtual roll of film, choose a visual style (powered by GenAI), and start shooting. There are no redos — just intentional, in-the-moment captures. Once the roll is complete, the images are “developed,” revealing the surprise and delight of how each moment turned out.

    Kleinman brings back the charm, mystery, and creative discipline of film photography — reimagined for the smartphone era.

  • Kleinman is a personal product experiment — not tied to any company or commercial venture. It is a side project I’m building to explore what’s possible in our new AI-driven product paradigm.

    Kleinman is a space for me to test ideas, experiment with GenAI capabilities, and push creative boundaries in a hands-on way.

  • Kleinman began as a high-level concept and gradually evolved through prototyping into a lightweight MVP. It’s currently in a soft pilot phase and continuing to evolve with feedback and experimentation.

    Origin

    The concept for Kleinman came to me years ago while traveling with a disposable camera. I loved the analog charm — the constraints, the anticipation, the surprise of development — but I disliked the friction: the cost, the logistics, the wait.

    While on the road, I started imagining a digital version that could capture the essence of film with none of the hassle. I sketched wireframes, tested the idea with fellow travelers, and iterated on the concept. But like many side projects, it stalled — development was costly, and time was limited.

    Fast Forward to Now

    With the rise of vibe coding and generative AI I found myself thinking of the concept again.

    While interviewing for a GenAI-focused role, I decided to test the waters and bring Kleinman to life as a live experiment.

    Prototyping

    I pulled out my old notes and sketches, refined the concept, and began vibe designing — using ChatGPT to generate high-fidelity screens and iterate on features rapidly. The experience was fast, playful, and creatively satisfying.

    Building

    Once the prototype felt cohesive, I moved into vibe coding using Lovable — building a working web app with minimal friction. Within a matter of days, Kleinman was functional and ready to test.

    Pilot

    With a working MVP in hand, I began onboarding early users to explore how people engage with the product — what works, what surprises them, and where there's room to grow.

    Wrapping Up

    Kleinman remains an active experiment. It’s helping me explore the power of vibe coding, the possibilities of GenAI, and the changing landscape of solo product creation.

    From idea to prototype to live app — the entire process took around three days of focused time, which still blows my mind. Let’s see where it leads.

    Try It Out

    Curious? You can try the current version here
    👉     kleinman.app

    Let me know what you think.

  • Kleinman is a solo product experiment — I’ve led the entire process end-to-end:

    • Concept Development
      Originated the idea, shaped the core proposition, and defined product principles based on personal experience and user insight.

    • User Research
      Conducted informal qualitative research, testing the concept with fellow analog photography enthusiasts.

    • Product Design
      Applied vibe designing workflows to generate high-fidelity prototypes and iterated on features, flows, and visual styles.

    • Development
      Built the MVP myself through vibe coding, using Lovable as the core platform to bring the product to life quickly and efficiently.

    • Launch & Pilot
      Launched an initial pilot, onboarded early users, captured feedback, and used insights to guide ongoing refinement.

    • Experimentation & Reflection
      Treated the entire process as a learning opportunity — exploring how AI, no-code tools, and product intuition can come together to create something fast, beautiful, and thoughtful.

  • Every product name has a story — and Kleinman means a lot to me personally.

    Years ago, my grandfather ran the first photography shop in Haifa, and one of the earliest in Israel. The scope was called Photo Kleinman.

    If you grew up in the north of Israel during the early decades of the country, there’s a good chance he took the photos at your family’s birthdays, weddings, or bar mitzvahs.

    Photography has been in my family’s veins ever since. While I’ve only dabbled in it myself, this project felt like the perfect opportunity to bring back the name — a small tribute to where the love of photography began for us.

Alexandria

  • Alexandria is a book-sharing app that transforms personal bookshelves into a collective library.

    Users can effortlessly map their home libraries using AI, invite friends to do the same, and make their collections shareable — creating a trusted, community-powered network of thousands of books.

    Alexandria also reimagines the reading list experience, offering a simpler, more elegant alternative to platforms like Goodreads. No clutter. No friction. Just a beautiful, intuitive way to track and manage your reading life.

    Inspired by the ancient Library of Alexandria, this app is built to bring people together around a shared love of learning — turning our static bookshelves into living, growing hubs of knowledge, connection, and community.

  • Alexandria is a personal product experiment — not tied to any company or commercial venture. It’s a side project I’m building to explore what’s possible at the intersection of AI, books, and community.

    This experiment is a space for me to test product ideas, explore new user experiences, and push the boundaries of what AI can enable — all while indulging a long-standing love of reading, learning, and beautifully designed tools.

  • Alexandria began as a high-level concept and has gradually evolved through prototyping. It has recently been built as an MVP and is currently in a soft pilot phase — continuing to evolve with feedback and experimentation.

    Origin

    The idea for Alexandria first came to me years ago. I’d often find myself staring at my bookshelf, filled with books I loved but rarely touched — while friends continued to buy and read books I already owned. I kept thinking: there has to be a better way.

    Research & Prototyping

    After a serious injury left me housebound for a few months, I found myself with more time than usual — reading a lot, and reflecting. That downtime sparked the beginning of Alexandria’s first sketches and concept exploration.

    As I recovered, I kept tinkering with the idea in my spare time — gradually building increasingly refined prototypes and testing them with users. Al together I conducted around 100 user interviews which collectively helped me shape the direction of the product, as well as my understanding of the need and the market.

    At one point, I teamed up with Parth Gulati, a fellow product manager and co-creator. Together, we envisioned what Alexandria could become, bringing in support from designers to help think through it and bring it to life.

    We carefully mapped out the MVP, developed an advanced interactive prototype and built a clear product roadmap for development ahead. The only thing left was to polish the screens and move to development.

    And that’s where we paused.

    Building

    For a long time, the idea sat on the backburner — held back by time constraints and the cost of development. But the rise of AI changed that.

    With vibe coding making product creation more accessible, and AI on tap to enable book scanning at scale— the project suddenly felt possible again.

    In recent weeks, I dusted off our old work and started rebuilding Alexandria from the ground up — using AI-powered workflows to both simplify and accelerate everything from prototyping to development.

    Alexandria became both a hands-on learning experience and an opportunity to finally bring my passion project to life.

    Pilot

    With a working MVP in hand, I’m currently onboarding early users to explore how people engage with the experience — what delights them, what confuses them, and where the concept still needs work. It’s rough around the edges, but slowly becoming pretty great.

    Try it out

    Give it a whirl on 👉 alexandiashare.com and let me know what you think.

  • While Alexandria was a collaborative project in its early years, it has now become a solo product experiment — a concept I’ve led end-to-end:

    Concept Development
    Originated the idea, shaped the core proposition, and defined the product principles based on personal experience and user insights.

    User Research
    Conducted qualitative research with fellow book lovers, testing the concept and refining it through over 100 conversations and feedback loops.

    Product Design
    Led all aspects of the UX and UI — from deep prototyping in the early stages to vibe-designed high-fidelity screens in recent months. Every flow, screen, and interaction was created and iterated hands-on.

    Development
    Built the MVP myself using the vibe coding platform Lovable as the foundation to bring the product to life quickly and efficiently.

    Launch & Pilot
    Launched the initial pilot, onboarded early users, gathered feedback, and began refining the product based on real-world usage and insights.

Wordle Poetry Club

  • Wordle Poetry Club is a playful, creative writing platform inspired by the iconic word game, Wordle.

    Each day, users upload their Wordle guess words to the platform, where they're saved into a personal word bank. These words become the prompt for a short daily poem — a light and joyful way to blend wordplay with creativity.

    Wordle Poetry Club is perfect for writers, word-nerds, or anyone looking to inject a bit of magic, playfulness, and creative spark into their daily routine.

    Designed to be social at its core, all poems are easily shareable — whether privately with close friends or publicly with the world. It builds on the familiar habit of sharing daily Wordle results, but transforms it into something more expressive and personal.

    At its heart, Wordle Poetry Club is about turning a simple habit into a creative ritual — making space for imagination, language, and joy.

  • Wordle Poetry Club is a personal product experiment — not tied to any company or commercial venture. It’s a side project I’m building to explore what’s possible at the intersection of AI, creative writing, and games.

    This experiment is a space to test product ideas, explore new kinds of user experiences, and push the boundaries of what AI can enable — all while indulging a long-standing love of creative writing, wordplay, and community-building.

  • Wordle Poetry Club began as a high-level concept, evolved through low-tech prototyping, and is now live in beta — continuing to grow through feedback, experimentation, and joyful creativity.

    Origin

    The idea emerged organically during the early days of COVID. A few friends (Josh and Kate) and I began using our daily Wordle guess words as creative prompts for short poems, which we shared in a dedicated WhatsApp group. What started as a playful exchange quickly became a cherished daily ritual.

    Over time, the group grew to include dozens of people and generated hundreds of poems. Eventually, we (Kate) even published a book — a small anthology of our shared creativity.

    To me, that group was the MVP. It had all the signals: a sticky daily habit, clear instructions, a thriving community, and real emotional and creative value.

    Productising the Ritual

    As a seasoned product manager, I know a good opportunity to productise a behaviour when I see it. For years, I thought about turning this experience into a real product — but like any PM knows, time, effort, and development costs can be major blockers.

    The product was never built, the group gradually went dormant, and the whole thing became a fond memory of COVID days.

    Vibe Coding & AI

    With the rise of vibe coding and new AI tooling, the idea finally felt within reach — and the perfect opportunity to experiment with this emerging product paradigm. I mapped out a lightweight feature set, designed a few simple screens, and started building.

    It didn’t take long before the product was live. Soon the original WhatsApp group was writing again — and shortly after, people from around the world were joining in too.

    Beta Phase

    Today, Wordle Poetry Club is live in beta and is used by hundreds of people from around the world. It’s evolving through real usage, community feedback, and small, joyful experiments. The product still has some rough edges, but it’s alive — and growing every day.

    Try It Out
    Give it a whirl and let me know what you think:
    👉 wordlepoetryclub.com

  • While Wordle Poetry Club began as a collaborative project in its early days, it has since become a solo product experiment — a concept I’ve led end-to-end:

    Concept Development

    Co-originated the idea, shaped the core proposition, and defined the product principles based on personal experience and user insight.

    User Research

    Led deep immersion by being the user — writing hundreds of poems and co-designing the experience with our WhatsApp group in the early days.

    As the product evolved, I began running more structured user interviews to gather feedback and refine the experience.

    Product Design

    Owned all aspects of the UX and UI. Every flow, screen, and interaction was designed and iterated hands-on — from rough sketches to final interfaces.

    Development

    Built the MVP myself using Lovable as the foundation — leveraging vibe coding techniques to bring the product to life quickly and efficiently.

    Launch & Beta

    Launched an initial pilot, onboarded early users, gathered feedback, and have been refining the product based on real-world usage and community insights.

    The product is a light, fun experiment in creative loved, yet simple products.