Over several years, I worked extensively with the Juniper Booking Engine (JBE) — a modular B2B travel SaaS platform — both as a local Product Owner driving international implementations and as a functional contributor influencing the development and refinement of several key modules, including Dynamic Packaging and Ground Handling (Transfers & Excursions Logistics).

• Translating local operational needs into functional specifications,
• Supporting international rollout and user adoption,
• Driving configuration and localization in multiple countries,
• Contributing directly to the ideation, specification, and early prototyping of new product modules.

•  Implementation Owner (Ground Handling): Led all phases from requirement discovery to go-live in multiple regional offices.
• Product Contributor (Dynamic Packaging): Participated in defining early concepts, supported prototyping validation, and helped bridge business expectations with vendor capabilities.
• SaaS Localization Coordinator: Aligned Juniper’s standard modules with regional logistics, sales, and operational models.
• User Engagement Leader: Conducted interviews, designed wireframes, created activity diagrams, led trainings, and collected iterative feedback.
• Internal Knowledge Transfer Facilitator: Enabled process sharing between offices — e.g., Thai key users trained directly at the Spanish HQ.

• I established the coordination between the Juniper Project Manager (JPM), our internal key users, and my manager, who was responsible for final decisions regarding investment, and whether to continue or terminate the project.
• I regularly aligned the product roadmap with my manager and updated him on delivery progress, technical issues, and goal achievement.
  I also communicated with Juniper’s global Product Manager align my roadmap expectations with Juniper’s internal priorities and delivery capabilities.
  
• JPM handled coordination with the Juniper engineering team and also gathered feedback directly from users during testing. My role ensured that feedback, expectations, and risks were fully communicated on both sides.

• Juniper’s development followed an incremental, ticket-based model under a time-and-materials agreement (hourly billing per request).
• There was no formal Agile structure, but we used prototyping and user-driven feedback loops to clarify requirements and adjust solutions.
• The lack of a structured release process or CI/CD pipeline introduced inefficiencies in updates, integration, and delivery reliability.
• I identified that more formal Agile or DevOps practices on the vendor side could have significantly improved delivery predictability and product evolution.

• Process Model: Incremental, ticket-based development with prototyping support
• Budgeting Model: Time-and-materials (hourly billing per ticket)
• Techniques and Tools Used:
• Juniper’s internal ticketing system – for submitting and tracking development/configuration tasks
• Wireframes – to visualize user interfaces and clarify workflows for both local teams and developers
• Activity diagrams – to document operational logic, including transfer assignment and service flow
• ProjectLibre – for internal roadmap planning, aligned with high-season timelines
• Spreadsheets and service plans – to define timing, route logic, and operational configurations
• Exportable tools (Excel/PDF) – for generating daily reports, assignment sheets, and guide/driver briefings
• Hands-on training sessions – to onboard key users, familiarize staff with the system, and collect feedback from real usage
• Cross-branch collaboration – enabled internal knowledge transfer (e.g., Thailand team trained at the Spanish office)
• User interviews and live demos – to validate workflows and fine-tune configurations based on real needs

• The Ground Handling module was successfully implemented and adopted across three countries, improving logistics, transparency, and cost tracking.
• The Dynamic Packaging module reached MVP stage with validated concepts and real user testing. However, persistent performance and stability issues, unresolved within a reasonable post-launch window, led my manager (acting as final decision-maker) to close the project and begin evaluating alternative vendors. One of those vendors was later selected and acquired.
• These experiences reinforced my understanding of product readiness, implementation complexity, and the critical role of delivery reliability in SaaS success.

• Incremental development under a time-and-materials model, while flexible, introduced significant uncertainty in both scope and cost.
• The absence of Agile or DevOps practices led to repeated integration delays and unclear release cycles.
• Structured Agile methodology (if adopted) could have brought greater clarity to planning and expectations. A former colleague, later employed by Juniper, began applying Agile practices internally — though not without initial resistance.
• SaaS product success depends not just on development quality but also on localization, user onboarding, and post-implementation support.
• Direct engagement with operational users (drivers, guides, dispatchers) helped surface real requirements and reduce post-launch adjustments.