I help teams deliver better products by connecting customers, technology and delivery. I improve how work gets done, not just what gets built.
Solid experience as a Business Analyst and Product Owner, across media, remote workforce platforms, SaaS and now agritech IoT.
Trust me, I know what I'm doing. And if I don't know something yet, it's not the end of the world. I'll get back to you with the answer, the solution, and the whole thing packaged A to Z.
Certified Professional Scrum Product Owner I and II (PSPO I, PSPO II) · Verify on Scrum.org (opens in a new tab)
I don't dictate solutions. I bring the insight, ask the right questions and help the team find an approach that's more efficient and easier to scale. The solution we land on is ours, not mine.
I talk to customers and ask simple, open questions. I keep asking until I know what they really need.
Customers, support, devs and vendors all hear the same story. I also connect our tools, like analytics, error monitoring and AI, so the information is in one place.
Before we build or fix anything, I look at what customers said and what the numbers show.
I look after the Jira backlog, run testing with the team and help people with their tasks, so work gets done.
Help guides, product tours and support updates, so people know how to use what we release.
If we do something by hand every week, I find a way to automate it, with Jira automation rules or AI. I also keep our workflows and templates simple.
We use AI to turn a recorded walkthrough into a first draft of a step by step guide, screenshots included. I check every guide against how the feature actually works, so the steps are right.
Used AI to bring usage and error information together in one place, so the team knows what to check first and acts on evidence instead of hunches.
Designed in-app product tours and onboarding flows that walk customers through new features right where they use them. It helps people get value sooner and takes pressure off support.
Set up a simple way to bring feedback from different channels into one view and group it into themes, so we decide based on what customers are actually saying.
A small system enhancement that cut manual admin and noticeably lifted the team's productivity.
eShepherd is virtual fencing for cattle. Farmers use GPS neckbands and an app to move and hold their herd without physical fences, and schedule their grazing ahead. I'm proud to be part of the team building its new features.
Penbrothers helps global startups build teams in the Philippines. Clients hire through us, and we employ, onboard and pay their people. Our team pioneered the in-house platforms behind that, and Penbrothers was featured in the Inquirer (opens in a new tab) as the black sheep of offshoring.
TV5 and Cignal TV sit under the same umbrella, the MVP Group. I started at TV5 and moved to Cignal TV in 2018, but it was one journey. And it wasn't only broadcasting. I worked on projects across the group, from ad sales to contact centre training to company-wide tools.
Got an opportunity or an idea? Let's grab a coffee, or whatever makes you happy.
jopetpalomares2@gmail.comNot as a party trick. I use AI alongside the tools we already have, so the team spends less time chasing information and more time deciding what to do with it. These are high level descriptions with example data only.
Feedback tends to live everywhere. Support chats. Comments from internal teams. Product analytics. Error monitoring. Each one tells part of the story, and nobody has time to read them all side by side.
So I put together a flow that brings them into one view. Feedback is grouped into themes, checked against usage and error trends, and turned into a simple visual report the team can read in a meeting. When we pick what to build or fix next, we're looking at what customers said and what the data shows, together.
Illustrative numbers only, not real customer data. Each theme is checked against usage and error trends, so we know if it's a bug, a usability problem or a missing feature.
Writing how-to guides for every release used to take hours. Now AI turns a recorded walkthrough into a first draft, screenshots and steps included. My job is the part AI can't do: checking every step against how the feature actually works, so customers never follow a guide that's wrong.
When a customer reports a problem, the answer is usually spread across a few tools. With AI helping to bring usage patterns and matching errors together, we get a short list of what to check first, then the team verifies it. Faster answers for customers, and fewer hunches.
I'm happy to walk you through any of these flows. For process maps, requirements and SQL, see my work samples.
Process flows, escalation paths, gap analysis, requirements and the odd SQL query. Real work stays with my employers. Everything here is a generic example I made from scratch for this site, in the same style I use day to day. No employer documents, data or systems are shown.
A typical end to end flow in broadcasting, the kind of process I know well. A client books a spot, it airs, and the exact air time drives the invoice.
| Level | Who | Moves up when | Who we keep updated |
|---|---|---|---|
| Level 1 | Customer support | No known fix, or many customers report the same thing | The customer |
| Level 2 | Product Owner, BA and developers | It's a bug, data issue or needs a change | Support, the customer and account managers |
| Vendor | External supplier | The cause is in their system | Product Owner and affected teams |
| Leadership | Managers and key stakeholders | High impact, many customers or a contract at risk | Everyone above, until it's closed |
| Area | Today | Where we want to be | Gap | Action |
|---|---|---|---|---|
| Release notice | Teams hear about changes at the last minute | Support and marketing know a week ahead | No set step to share upcoming changes | Add a release briefing to every sprint |
| Help content | Guides written after the release | Guides live on release day | Writing takes hours | AI drafts from a recorded walkthrough |
| Feedback | Spread across chats, emails and tools | One view with themes and data | No single place to look | One feedback view, grouped into themes |
BPMN notation: thin circle starts the process, X diamonds are decisions, thick circles end it. Each lane shows who owns the step.
How I turn a business problem into something the whole team can build and test. Plain words first, then the rules, then how we know it's done.
Problem. Finance invoices clients from the booking, not from what aired. When a spot is moved or missed, the client gets billed wrong and the team fixes it by hand.
User story. As a finance officer, I want each invoice built from the as-run log, so clients only pay for spots that actually aired.
| ID | Business rule | Priority |
|---|---|---|
| BR-01 | Only spots marked as aired in the as-run log can be invoiced | Must |
| BR-02 | The invoice shows the exact date, time and program each spot aired in | Must |
| BR-03 | A missed spot is flagged for make-good and never invoiced | Must |
| BR-04 | Sales gets an alert when a client's spot is missed | Should |
Acceptance criteria.
A glimpse of the technical side. What the invoice service sends back for one aired spot, so devs and testers can check it against BR-01 and BR-02.
GET /invoices/INV-2041/lines 200 OK
{
"invoiceId": "INV-2041",
"client": "Client A",
"lines": [
{
"bookingId": "BK-7781",
"adTitle": "Summer Sale",
"durationSec": 30,
"program": "Evening News",
"airedAt": "2026-10-14T20:14:05+11:00",
"asRunStatus": "AIRED",
"amount": 1200.00
}
]
}I'm not a data engineer, but I can dip my feet in. When I need real numbers, I write a quick query. This made-up example joins bookings, clients, programs and the as-run log to show every spot that aired last week, who it was for, and exactly when it went to air.
-- Which spots aired last week, for which client, and in which program?
SELECT
c.client_name,
b.ad_title,
b.duration_sec, -- 15, 30 or 60
p.program_name,
a.aired_at, -- exact time from the as-run log
b.booked_at
FROM bookings b
JOIN clients c ON c.client_id = b.client_id
JOIN programs p ON p.program_id = b.program_id
JOIN as_run a ON a.booking_id = b.booking_id
WHERE a.aired_at >= CURRENT_DATE - INTERVAL '7 days'
AND a.status = 'AIRED'
ORDER BY c.client_name, a.aired_at;I'm happy to talk you through how any of these came together.
Coffee, cameras, running and one barbershop. None of them came naturally. All of them stuck.
So I took a class. A prop-ah class. With a certificate and everything.
Now I weigh my beans, dial in my grind and watch the shot timer every morning.
My first latte art looked like a cloud having a bad day. Now I can pour a proper heart. It's a bit crazy, but I love it.
The plan was just nicer holiday videos. Then I learned framing, B-roll and editing. Now my camera comes on every trip, and I didn't know I'd fall in love with it.
The only downside? Now I'm also doing my wife's reels. I still love it, though. Most days.
Let's be clear about where I started. When I first laced up, a 5K took me about an hour. A full hour. You could watch an episode of something in that time and still have room for snacks.
Then the Melbourne Half Marathon came up and something in me said yes. My logic was very scientific. A little bit of training, a lot of confidence, and the rest would sort itself out on the day.
The rest did not sort itself out on the day. The start was great. Crowd cheering, music going, everyone running like they're in a shoe ad. I felt unstoppable. Then the middle kilometres showed up, and they had a very different opinion of me.
That's where I learned there's more to it than legs. Pacing. Sleep. What you ate the night before. And mostly that little voice that starts politely suggesting you could just walk the rest. I didn't listen to it.
I crossed the line in 3 hours 44 minutes. Is it fast? No. Is it a good one for me? Absolutely. It was one of the best days I've had, and to top it off, I got to meet someone a bit famous. I have the medal and the photos to prove all of it.
Now I'm running almost every day. The goal is a much faster 5K first, then back to Melbourne next year to beat 3:44. Strava has been watching the whole thing, and honestly, it's been very supportive.
Before Australia, I co-owned Ibarra's Barbershop in Quezon City, back in the Philippines. We opened in September 2019, and I was all in. Suppliers, staff, customers, the rent, the chairs, the playlist. Every small thing felt like a big deal, because it was ours.
I was still working full time as a BA, so the shop was my nights and weekends. Fixing things, talking to customers, sorting out the numbers. It was tiring, but it never felt like work. Seeing a regular walk back in for his next cut felt better than any release going live.
Then COVID hit. A barbershop is about as close-contact as a business gets, and with lockdowns there was no way to keep it going. We held on as long as we could, but in August 2020 we had to let it go.
It hurt. Letting go of something you built from nothing always does. But I'm still happy I did it. Running my own place taught me things no job title ever could. How to look after customers when every one of them counts. How to make a call when real money is on the line. And how to keep going when the plan falls apart. I still use all of it today, just with Jira instead of clippers.
I'm happy to chat about any of the three. Probably for too long.