DOTRYDER

Building a new mobility product is easy to frame as a feature problem.

The harder problem is deciding why anyone would choose it.

THE CHALLENGE

DotRyder was an emerging mobility platform entering a market with established cab and mobility players. The challenge wasn’t simply to define another cab-booking experience. It was to understand where DotRyder could create meaningful value, how it could differentiate, and which product and go-to-market choices could give it a credible path into the market.

MY ROLE

PRODUCT STRATEGY CONSULTANT · 2024–2025

My role was to help turn a broad market-entry challenge into a clearer product and go-to-market direction. I worked across customer understanding, market research, product opportunities, prioritization, pricing, and GTM but the objective wasn’t to treat these as separate exercises. The focus was on understanding how they connected:

What users need → What the market already offers → Where an opportunity exists → What is worth prioritizing → How the product should be positioned and taken to market

– Customer journey mapping

– Competitive and market research

– Product opportunity identification

– Feature prioritization

– Pricing strategy

– Go-to-market strategy

• Where could DotRyder create enough differentiated value for users to choose it in a market where established alternatives already exist?

This question became the lens for the work that followed. Rather than jumping directly into features, I first needed to understand the user journey, the competitive landscape, and the opportunities within the market and then determine what those findings meant for product, pricing, prioritization, and GTM.

USER → MARKET → PRODUCT → BUSINESS