Senior Growth Manager. I find the constraint, then build the system that removes it.

Senior Growth Manager at Broom, where I lead a twelve-person cross-functional team across two financing products in Indonesia’s used-car market. Six years scaling acquisition, activation and conversion in high-consideration journeys — the kind where the decision takes weeks, the funnel crosses four organisations, and the revenue lands at the very end.

The through-line is that I build what I measure. A leasing-channeling operating system that carried Rp975 billion. A lead-intelligence pipeline over 14,480 records that turned “why do deals die?” from a standing argument into a filterable query. A CRM built end-to-end that let two people work a ten-thousand-customer database. I am trained as an architect, which is less of a detour than it sounds: both jobs are about finding the real constraint before designing anything.

The method has not changed since my first growth role. Find the constraint. Understand the customer behaviour underneath it. Build the smallest test that de-risks the spend. Measure. Scale what survives.