Hypergro · Marketplaces · AdTech
Growing a marketplace that could deliver.
Brands, creators and operations needed a shared way to deliver campaigns. Growth depended on keeping the supply experience and delivery quality healthy.
- Role
- Head of Product
- Product scope
- Ads platform and internal Command Center at Hypergro
01 / The situation
Brands wanted reliable delivery, creators needed a workable experience and operations needed a single source of truth.
A marketplace fails when one side grows at the expense of the system’s long-term supply quality.
02 / Ownership
Where I was involved.
As Head of Product, I owned the marketplace roadmap and coordinated delivery across the functions involved.
Head of Product for marketplace design, roadmap ownership and cross-functional execution.
03 / The product decision
Make delivery quality part of the growth plan.
Commercial demand, creator experience and operational capacity had to work together for the marketplace to deliver reliably.
Prioritise supply quality and on-time delivery alongside revenue, with a shared operating view for brands, creators and internal operations.
04 / The work
How the pieces fit together.
The ads platform and internal Command Center coordinated brands, creators and operations. Each group needed a workable view of the same campaign journey.
The product scope connected marketplace design and roadmap decisions with delivery quality. On-time delivery was a product measure alongside revenue growth.
Related work included creator onboarding through WhatsApp APIs and webhooks, as well as budget pacing and advertiser creative analytics. Those are separate projects in the wider portfolio.
- BrandsCampaign objectives and delivery
- CreatorsParticipation and supply quality
- OperationsCoordination and fulfilment
05 / Results in context
What changed.
Reported on-time delivery increased from 62% to 95%, alongside 48% quarter-over-quarter revenue growth. The two figures describe delivery reliability and commercial growth separately.
62% → 95%on-time delivery
Reported marketplace delivery rate before and after the work. The public summary does not establish a controlled causal comparison.
48%quarter-over-quarter revenue growth
Reported alongside the delivery improvement, not attributed solely to one product change.
06 / The takeaway
What I carry forward.
A marketplace roadmap needs to account for the people and operations that make fulfilment possible.