Turning UX decisions into Numbers

How I used business framing to connect product decisions to revenue, cost, and growth

Product Strategy

Influence

Communication

Context: From features to financial impact

As I worked more closely with business executives, I realized something simple but critical:

Good ideas are not enough. They need to be understood in numbers.

So I intentionally developed my understanding of business concepts like profit and loss, revenue streams, and cost structures. This changed how I present work.

Instead of starting with features or experience, I start with:

How this makes money
How this saves cost
How this scales

Presenting to executives?

When I present to executives, I focus on two sides:

Benefit (Revenue / Growth)
Cost (Time / Effort / Operations)

The goal is to make decisions obvious.

Micro Case 1: eSIM Revenue Calculator

I introduced a simple revenue model that allows partners to estimate potential earnings based on their user base.

Input: total users, conversion rate, average plan value
Output: expected yearly revenue

This helped shift conversations from:

“Is this a good idea?”
to
“How much can this generate?”

It gave executives a clear, tangible way to evaluate opportunity size.

Micro Case 2: Distribution → Conversion → Retention

I framed growth using a simple model:

Distribution: getting the product into more hands (e.g. branded cards at events)
Conversion: turning first-time users into paying users
Retention: keeping users engaged over time

Instead of discussing isolated features, I connected actions to a full growth loop.

This helped align teams around how value is created over time, not just at launch.

Micro Case 3: Pricing Intelligence Layer

In the pricing initiative, I framed impact in operational and financial terms:

Reducing task time → lowers operational cost
Faster execution → increases team capacity
Real-time pricing → improves competitiveness

This created a clear equation:

Less time + better decisions = more value with lower cost

Outcome

Enabled faster and clearer executive decisions

Shifted discussions from opinions to measurable impact
Connected product work directly to revenue and cost
Increased confidence in proposals and product direction

Most importantly:

Ideas became easier to approve because their impact was visible.

Reflection

This changed how I see product work:

If you cannot explain it in numbers, it will struggle to move forward.

By combining product thinking with business framing, I was able to operate more effectively with executive stakeholders and influence decisions beyond design.

Hiring Ahmad Ramdan