KELVIN ZEE / PRODUCT LEADER
Product leadership
for subscriptions
and customer value.
I led product teams at Amazon Prime and T-Mobile. My work connects how customers understand and use a product to retention, payment completion, and lifetime value.
BILLING · BENEFITS · DEVICES
GLOBAL LIFECYCLE ENGAGEMENTSELECTED CASE STUDIES
From a customer problem
to a product decision.
Three examples of turning customer problems into product direction and shared work across teams.
From billing confusion to benefit discovery.
Read the full case studySenior Manager, Customer Engagement Product Management
Original 2018 design images: Joe Donato, Senior Designer.
01 / Customer problem
An accurate charge still needs an explanation.
An accurate bill could still leave a customer unsure what they owed or why, especially when different channels answered the same question differently. Repeated contact exposed that gap. I led the team to use those signals to prioritize the work.
Original 2018 design images: Joe Donato, Senior Designer.
02 / Product decision
Give every channel the same explanation.
The fix crossed team boundaries. I set product priorities and secured engineering and analytical support while the team aligned charge timing, rules, and explanations across digital billing, care, retail, and voice support. Representatives could then see the customer's own bill.
I led product direction across digital billing, frontline explanations, and benefit discovery.
Illustrative benefit statement.
03 / What changed
Show the benefits customers already have.
With a more understandable bill in place, we added a benefit statement showing activation and use. A customer could see that Netflix on Us was still inactive or find their T-Mobile Tuesdays activity. The recurring bill became a place to recognize membership value.
Read the full case studyFROM THE WORK / 2018
The explanation, in the bill.
The public design case study shows the total, what changed, and why. It makes the billing problem concrete alongside the product decisions described above.
View the original design case studyDesign images: Joe Donato, Senior Designer. Figures inside the screens are example interface content. Program results reflect the broader work.
PROGRAM RESULTS & SCOPE
These are broader Billing & Benefits program outcomes. They cannot be assigned to a single screen or intervention. One-time payment completion is not a conversion-rate measure.
Connect the next recommendation to the member.
Read the full case studySenior Manager, Prime Worldwide Engagement (L7 PMT)
Related membership-value experience. Later 2026 screen; account-specific amounts.
01 / Customer problem
The starting point changes what comes next.
Members started in different places. Someone arriving through video had a different understanding of Prime from someone joining to shop. I led lifecycle evaluation across acquisition mix, plan type, geography, and benefit use so the next recommendation could reflect that context.
Related membership-value experience. Later 2026 screen; account-specific amounts.
02 / Product decision
Use member context to shape the recommendation.
I led development of a shared platform that combined member preferences with retail product information. Recommendations could change with the member's starting point, lifecycle stage, benefit use, and market. Product, engineering, design, and data science translated those requirements into reusable capabilities.
I owned Prime's global lifecycle engagement platform and led product direction across functions.
Related membership-value experience. Later 2026 screen; account-specific amounts.
03 / What changed
Let country teams adapt without rebuilding.
Country teams could adapt targeting and incentives through the shared platform, keeping local judgment close to customers. Our central team supplied dedicated development capacity and reusable capabilities. Localized experience build time fell from roughly four weeks to four hours across the work serving 26 countries.
Read the full case studyMEMBERSHIP VALUE / SOURCE CONTEXT
Make the value of membership visible.
I created a public-facing Prime experience that showed members the value they received from their membership. The savings screen shown here is a later version, captured in 2026, after my Amazon tenure.
The displayed $154 and its categories are one account's example. They exclude the membership fee and some benefits, and include estimated Visa rewards. They are separate from the broader lifecycle program results below. This screen illustrates membership value; it does not document the targeting platform or country-team controls.
PROGRAM RESULTS & SCOPE
Renewal and shopping results belong to the broader lifecycle work. Country teams owned local commercial outcomes; I led the shared platform and product direction.
Make the upgrade promise work end to end.
Read the full case studySenior Product Manager, Device Programs
Illustrative lifecycle with current iPhone 18 Pro Max imagery.
01 / Customer problem
Financing alone does not create an upgrade path.
Customers could finance a phone. Making an upgrade possible also meant protecting the phone, accepting its return, and settling the financing obligation so the customer could move on. I created JUMP! by combining existing insurance and refurbishment programs with the new financing product.
- 01Assess the device
- 02Reconcile financing
- 03Confirm the upgrade
Illustrative lifecycle with current iPhone 18 Pro Max imagery.
02 / Product decision
Make the handoffs explicit across companies.
I defined the API data contracts and business rules connecting enrollment, entitlement, device return, and financing reconciliation. Each partner needed to agree on the customer's state before the next step could work. Engineering teams implemented the backend systems behind those handoffs.
I created JUMP! and led product rules, partner integration, and device-program economics.
Refurbishment
Illustrative lifecycle with current iPhone 18 Pro Max imagery.
03 / What changed
Complete the upgrade and the return cycle.
An eligible customer could move to the next device while the returned phone entered refurbishment. Product redesign and partner negotiations also addressed what that lifecycle cost to operate. JUMP! reached 11.3 million enrollees by Q2 2015; member upgrades accelerated from nearly 20 months to 14 months.
Read the full case studyCurrent iPhone 18 Pro Max imagery: Apple. JUMP! mark: T-Mobile 2013 annual report. Contemporary hardware illustrates the historical program lifecycle.
PROGRAM RESULTS & SCOPE
The cost reduction applies to the device-program portfolio. Enrollment and upgrade figures describe JUMP! outcomes; they do not isolate the effect of one partner handoff.
EXPERIENCE / 03
Building the team is part of building the product.
At Prime, I grew the PM team from one to five Senior PMTs and led product direction for a 130+ person cross-functional organization. At T-Mobile, I led a team of seven and promoted three PMs to Senior PM.
View my career historyINDEPENDENT RESEARCH / 02
How should a developer understand the bill?
An analysis of Supabase pricing and billing, with an interactive model to explore the tradeoffs between customer understanding, predictable spend, and margin.
Explore the Supabase brief