Manizeh Dossa
Product (Internal Tools) - Path to Product Owner Hellofresh @HelloFresh
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WORK HISTORY
Product (Internal Tools) - Path to Product Owner Hellofresh @HelloFresh
Berlin, DE
I transitioned to Digital Product management from Physical Product Strategy within HelloFresh in Q1 2023 as a lateral / broadening move to gain experience within the Product domain. I work within the Assortment Tribe in Food Alliance. The Tribe is responsible for empowering the local teams (internal customers) to make better and faster decisions in creating the best food offering by providing them with better and more relevant data, more efficient and integrated tools and more user-friendly solutions. The Assortment Tribe is split two main squads: Recipe Development and Menu Planning. Generally each of the squads build global digital tools to make the local team’s work easier and more efficient. The Assortment tribe hence supports the local teams to create a food selection that has the right balance between appeal, cost and potential supply chain risk. Every market offers 18–45 products per week in our core subscription, most of them being mealkits as well as up to 350 products that are sold as add-ons, on top of the core subscription. Looking at the seasonality of the products or potential shortages in the food supply chain, the menu planning process is a very complex process that connects many data points. I have contributed directly to successfully launch a global system across multiple geographies internationally (across 7 markets) and to globalizing and integrating data. Furthermore we have improved the tools usability score (measuring efficiency, effectiveness and satisfaction) by more than 50%. We have exciting strategies on our roadmap for 2024, including introducing a digital solution to improve data accuracy and reduce manual work through recipe data assignment automation. Furthermore we will explore more ways to integrate machine learning applications, to better improve decision making in developing and planning our physical product.
EDUCATION
Rotterdam School of Management, Erasmus University
Master of Business Administration - MBA
Lahore University of Management Sciences
Bachelor of Science (B.Sc.), Accounting, Management and Finance
ABOUT MANIZEH DOSSA
I began my supply chain journey in late 2012 by catching fire, literally, while shipping cases. Some things stick and grow with us, as we grow. I was no different, as you can read below: Lesson #1: Take the Initiative and build that relationship - It Will Always Pay Off! In my first role in P&G - a local Initiatives Leader, I encountered challenges in ensuring delivery of critical launches due to multiple stakeholders and operational hiccups. As a relatively junior manager (6 months into my first job), at the guidance of a mentor, I re-applied a regional best practice to accelerate our speed-to-market by 50%. Very early on, I discovered firsthand that both, building a strong relationship with mentors and taking initiative - pays off Lesson #3: Listen to Understand, Not Just Respond - Be Genuine Transitioning to the role of Distributor Logistics Leader, I faced the crucial task of understanding and earning the trust of our customer, IATCO. By truly listening and empathizing, I uncovered a pressing issue: the need to transition from cardboard cases to poly-woven bags for fabric care products. It would save P&G but the poly-woven bags were extremely hard to stack at the distributor warehouses. Breaking the deadlock required opening my mind and heart to collaborate with them and our design team - to win at business we must win the trust of people, through the power of communication and listening. Lesson #4: Embrace Cross-Functional Interdependency - Talk the Same Language! At HelloFresh, the local and global teams at times would not be able to \"speak the same language\"- increasing AOV (average order value) versus tablespoons of butter :)- by uniting them on the same front: that we are solving for the customer - my \"family\" customer wants the option of a 3P portion size - building AOV - AND needs to save time (hence onboarding pre-cut vegetables). Lesson #5: Data for decision making - big YES - albeit, relevant data One of the leading frustrations of the culinary teams was not able to measure and track the improvements made on culinary due to \"other\" issues - operational (late or missing deliveries), supply-chain etc. I initiated an alternative \"north-star\" one that helped translate subjective customer feedback into objective results driving action. The biggest benefit of this however, was on the motivation of the culinary teams - to work towards metrics they could own, control and improve
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