goKampus University & Learning Platform

MY CONTRIBUTION

My scope essentially covered two sides of the learning platform. On one side were learners. My main focus was helping people progress through courses they had already chosen, from the learning experience itself through completion and certificate-related journeys. On the other side were the people responsible for making those courses available in the first place. I worked on internal and partner-facing tools used to manage learning content and university-related information, with a focus on making recurring operational work easier and faster. Later, I also led the early MVP of a live-learning product for experiences such as webinars and bootcamps. Instead of starting by building a complete live-learning platform, we initially used existing tools and lightweight workflows to understand how the experience should work before bringing more of it into our own product.

PROBLEM

The interesting challenge was that we weren’t optimizing a mature product with a stable model. The company was moving from its original university application proposition toward a broader learning platform. That meant both the product and the organization were still learning what the new experience should become. For learners, getting someone into a course was only the beginning. A purchased course had little value if the learner never progressed through it. For operations and content partners, every additional course also created work behind the scenes. Content had to be created, structured, managed, and made available consistently. And with live learning, there was an even more fundamental question: Should we build the platform first, or prove that people actually wanted the experience first?

OUTCOME

During my time at goKampus, the learning platform continued evolving across two sides that depended on each other: the learner experience in front, and the operational workflows that made those experiences possible behind the scenes. On the learner side, we improved parts of the learning and completion journey, including how learners progressed through courses and eventually became eligible for certificates. Behind that experience, we also improved workflows that helped operations teams and content partners manage courses and university-related information more efficiently. As the amount of content grew, it became increasingly clear that improving the learner experience also required making the operational side easier to scale. Live learning became one of the most interesting experiments for me. We started with a deliberately lightweight workflow using existing tools, ran the experience with real users, and gradually brought the parts that proved valuable into the platform itself. Not everything needed to become a feature immediately. For me, that became one of the most meaningful outcomes of this period: we were learning about the product while the product itself was still taking shape.

IMPACT

goKampus changed my relationship with product building. Before this role, I naturally associated Product Management with turning requirements into features. Working in a fast-moving startup taught me that the more uncertain the problem is, the less you should initially commit to the solution. Sometimes the right product decision was a new feature. Sometimes it was improving an internal workflow. And sometimes it was a form, a Zoom link, and enough manual work to answer the next important question. That distinction became something I carried into every product role afterwards.