Vamp: Product Context & Challenges
Designed: 2025 — 2026
Product: Vamp Customer Audience:
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Vamp is a marketplace/workspace, for Brands to connect with Content Creators and run marketing campaigns together. As the Head of Product (and first official Product person on the team), my role was to collaborate with the CEO and CTO and identify our path to market.
Digital marketers who are keen to work with influencers to promote their products can create and publish a recruitment brief, review and select potential talent, collaborate and iterate on deliverables, and track the success of their social media content, all in one place
Vamp began as a creative agency who managed campaigns end-to-end, including all aspects of creator handling, content delivery, and performance reporting. This included building out a robust technical toolkit to support the internal team's activities. By 2025, they had new leadership, and were ready to take this platform outdoors, and tap a new segment of self-service customers. |
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As the first official Product person on the team, my role was to collaborate with the CEO, CTO, and Commercial to identify our most efficient path to market.
Work began with an audit of internal processes, to understand where and how the team was patching the gaps outside of our bespoke tools— this allowed us to understand what we would need to cover for our customers who may not have the same workarounds. From there, the challenge became one of priority— understanding which elements our earliest adopters would need most, to get onboard. |
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A savvy digital marketing agency would be shopping for tools to optimize efficiency, and execute on specific activities they did not want to handle in-house. As client-managers in their own right, they would likely be masters of budgeting and reporting already, but would be looking to us to handle complex accounting headaches like Creator payment disbursal.
This allowed us to prioritize the roadmap by separating showstoppers from nice to haves, and to focus our value proposition to appeal to the segments we could reach first. |
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A common factor emerged across the journey— choosing Creators wisely cut down busywork and created better outcomes. Efficient communication saved time and effort.
The best Creators were natural spokespeople for the Brand, understood how to translate value to their audience, and were keen to work professionally and collaboratively— all of these elements made the delivery process smoother and the content more effective. |
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Data analysis was an ongoing key initiative at Vamp
I worked closely with the CEO, CTO, and Head of Enablement to set in place tracking and reporting tooling, to allow us to measure the significance of problems as well as the success of the solutions.
The team knew significant time and effort was being wasted, but, with very little tracking or reporting was in place, understanding how much was a challenge-- initially, we improvised metrics from self-reported timecard data, costs for third-party tooling, and prioritized prospective wins by whether they were inhibitors to self-service growth.
Rolling out Looker was a major effort across multiple teams— in addition to supercharging our ability to report to our clients, it democratized teams' abilities to analyze their own time spends, and highlighted areas for efficiency uplifts. These findings were integrated into a problem sizing framework that underpinned internal feature request prioritization.
I worked closely with the CEO, CTO, and Head of Enablement to set in place tracking and reporting tooling, to allow us to measure the significance of problems as well as the success of the solutions.
The team knew significant time and effort was being wasted, but, with very little tracking or reporting was in place, understanding how much was a challenge-- initially, we improvised metrics from self-reported timecard data, costs for third-party tooling, and prioritized prospective wins by whether they were inhibitors to self-service growth.
Rolling out Looker was a major effort across multiple teams— in addition to supercharging our ability to report to our clients, it democratized teams' abilities to analyze their own time spends, and highlighted areas for efficiency uplifts. These findings were integrated into a problem sizing framework that underpinned internal feature request prioritization.
What came next-- Building Vamp's Creator Discovery Solution