Leading a six-member cross-functional team, I drove new business development initiatives while overseeing ongoing product lines in tablets, laptops, and IoT devices. I secured a budget of several hundred thousand dollars to fund the project and regularly reported progress and key insights to executive leadership.
We partnered with a Stanford-affiliated innovation support program based in California, using their services to refine our proposals over the course of a year. Leveraging the Business Model Canvas, we analyzed key elements of each idea, placing a strong focus on value proposition design. Through iterative presentations to simulated customers and qualitative feedback collection, we validated whether our concepts could truly lead to purchase decisions.
One of our proposals advanced to the final selection round for executive review at Fujitsu Client Computing, eventually becoming one of two finalists. Although it was not selected, the process offered invaluable experience—particularly through in-depth reviews by key members from IDEO and seasoned serial entrepreneurs in California.
These engagements helped sharpen my ability to distinguish between visionary concepts and actionable business models, and taught me how to pursue unique customer value in a realistic, market-oriented way. This mindset continues to serve me well in navigating high-velocity product development in the IT industry.