CO-FOUNDER & CMO · ONGOING CASE STUDY
UYIFrom research
to market preparation.
As co-founder and CMO, I lead brand strategy and market-entry planning for an AI knowledge-management product that combines software and hardware.
- Role
- Co-founder & CMO
- Selected contribution
- Brand strategy · Product value · Global market-entry planning
- Evidence stage
- Work produced; commercial outcomes still to be established
THE CONTEXT
Give an early idea
a testable direction.
UYI is developing an integrated software and hardware approach to knowledge management. The role spans brand positioning, market strategy and communications, connecting product value with a proposed path into overseas markets. The work starts with whose problem to address, how to explain the value and what evidence should inform the next decision.
Prior experience spans flagship product launches in China and global brand marketing at OPPO. At UYI, that experience supports early product and brand development: setting briefs, challenging assumptions and reviewing research and communication outputs. AI tools support research organization, drafting and implementation within the wider founding team.
An account of work in progress, as of September 2026. Plans, implemented work and validated results are distinguished throughout.
Research structure implemented
Make research useful for decisions.
The problem
A growing collection of comments, competitor updates and research tags can become difficult to use. The volume of material alone does not tell a team which user problem deserves attention.
Key contribution
The research overview was redirected towards a more useful question: given everything collected so far, which problems should be investigated first, and what designs might address them? The content structure was set, with careful review of the distinction between source material, interpretation and design hypotheses.
What the work produced
The overview was reorganized around priority problems, supporting sources, possible designs and validation methods. Student learning and workplace follow-up were treated separately, with room for contradictory evidence.
Validation plan developed
Build a path to market validation.
The problem
An early product needs a focused way to learn who understands its value and who will take a meaningful next step. Broad positioning and a long channel list can make that learning harder to interpret.
Key contribution
The planning connects a proposed initial audience with positioning options, a landing page, interview recruitment and early-access feedback. The aim is to make assumptions testable before expanding marketing activity.
What the work produced
A 12-week preparation plan sequences user research, message tests, landing-page development, community and beta planning. It identifies the information needed to revise the positioning and prepare the product story.
Narrative and script developed
Explain the product through a real task.
The problem
An AI knowledge product can be described through many technical capabilities. An audience still needs to understand when it would matter in their own life.
Key contribution
The creative brief was shaped around concrete learning situations: keeping up with visual material, connecting scattered information and finding what matters when returning to a task. A student-led story and specific subject-learning scenes were required to make the value easier to understand.
What the work produced
The script follows situations in learning and knowledge work into a proposed product experience, then explains how captured and imported information could become useful later. It provides a narrative direction for demonstration and communication.
EVIDENCE TO DATE
What this work shows.
| Selected work | Evidence it provides | Still to establish |
|---|---|---|
| Research overview | Framing questions and separating evidence from hypotheses | Which priorities survive user validation |
| Market preparation plan | Sequencing activities and defining what to test | Completed experiments and acquisition economics |
| Product narrative | Translating capabilities into a specific user situation | Verified demonstrations and audience response |
The next chapter is to connect these decisions to observed user behavior and commercial outcomes. This case study will evolve as that evidence becomes available.
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