Product direction & engineering leadership
Catering commerce & operations
From business direction to a working platform.
I worked directly with the client to help shape the product direction, guided development, and built substantial parts of the platform myself. My role spanned business conversations, product decisions, and hands-on delivery across the customer application and backoffice.
My role
Shaping the product with the client
As one of the core people behind the platform, I met with the client to discuss their needs and provide direction on the app. I helped shape what the product should do and how it could support the business.
Guiding development through to delivery
I combined that product work with directing development and building the software myself. From the initial build through subsequent development, I contributed extensively to both the customer ordering application and the backoffice.
A key product decision
Set a clear boundary for the first launch
I helped drive the decision to launch with a focused MVP. We agreed that the first release would cover a defined set of capabilities, with further functionality left for subsequent development.
That was a decision about scope and sequencing: what belonged in the initial release, and what could wait. The tradeoff was a narrower initial feature set in return for a more focused launch.
My involvement spanned that product decision and its implementation. I helped shape the launch scope, guided development within it, and contributed directly to building the customer application and backoffice.
Operating scale
- 7,000+
- Annualized confirmed orders
- Rp35B+
- Annualized booked order value
- 6
- Kitchens supported
Annualized from a recent four-month operating snapshot, using complete months outside the Ramadan peak. Figures are rounded down. Confirmed orders include orders with a down payment; booked order value is after promotional discounts and is not cash collected. These figures describe the recorded operating volume, rather than a forecast.
The operating challenge
Multiple brands, one customer order
Customers can order across multiple catering brands. Most bookings involve one brand, while some combine menus from several. Behind those bookings, the business operates six kitchens and issues kitchen work orders alongside customer orders. The product has to account for both what the customer booked and the work the operations team needs to prepare.
Event deadlines and uneven demand
In the operating snapshot, the median booking arrived just three days before the event. Demand clustered around weekends, and the Ramadan peak brought roughly three times the usual monthly order volume. These patterns make event timing and preparation needs central to decisions about the ordering experience and backoffice workflows.
A booking is more than a payment status
Confirmed bookings include both fully paid orders and orders secured with a deposit. Promotions affect the booked value, and cancellations affect which orders count as confirmed. Order value, payment received, and fulfilment progress represent different things; keeping those distinctions clear matters for both operational decisions and reporting.
Connecting the workflows
Customer ordering
The customer-facing application brings menu browsing, a shopping cart, and checkout into one ordering experience across multiple catering brands. This is where the customer-facing scope of the product meets the practical details of an event booking.
Backoffice operations
The backoffice gives the team tools to manage menus, orders, and promotions, and issue kitchen work orders. It supports the operational work behind each customer order across six kitchens. Building both applications meant the product work extended from the customer's buying journey to the team's day-to-day operational needs.