Executive alignment
Work across C-level stakeholders and operating teams to connect business priorities with the decisions that move a partnership forward.
BUSINESS DEVELOPMENT · STRATEGIC PARTNERSHIPS
Build the relationship.
Deliver the result.
I’m Hoyool Lee. I connect business opportunities, partner relationships, and product execution to turn shared ambition into measurable progress.
Chief Business Officer / Product Owner
AMI SYSTEMS · Seoul, South Korea
10+ yearsC-level relationship management
10+ yearsContract ownership
3 global launchesGame product & operations experience
Korean + EnglishNative-level English communication
01 / THE VALUE I BRING
A partner who owns
what happens next.
A strong agreement needs a clear path to delivery. I bring the commercial perspective to define that path and the product experience to make it executable.
Commercial ownership
Bring more than a decade of contract ownership to partnership work, keeping the agreed commitments connected to execution.
Product fluency
Translate partner needs into product scope, technical requirements, and a roadmap that engineering and operations can act on.
Delivery discipline
Use explicit priorities, shared ownership, and feedback loops to improve launch readiness and live-service performance.
02 / MEASURABLE IMPACT
Relationships matter.
Execution makes them count.
Selected results from my game product and operations work.
Less launch delay
5 weeks → 3 weeks
Scope prioritization & partner alignmentFaster feedback processing
24 hours → 8 hours
Player feedback / VOC operationsBug resolution within 24h
Reported resolution rate
Live-service executionRetention improvement
Reported portfolio result
Product & live-service optimizationResults reported in my prior product portfolio. Retention measurement period and relative versus percentage-point basis are not specified in that source.
03 / SELECTED WORK
From shared goals
to a working plan.
Selected examples of partner coordination, product judgment, and operational ownership.
CASE 01PLATFORM PARTNERSHIPS
LINE MINI DAPP · METABORA / KAKAO GAMES
Aligning a platform partnership
around a deliverable launch.
As PM and quest planner, I set product direction, coordinated development, and led specification discussions with MetaBora’s PM team.
The challenge
Repeated feature additions expanded scope and contributed to a five-week launch delay.
My decision
Classify requirements as must-have, should-have, and nice-to-have. Agree with the partner on what to move after launch.
Explore the execution and result
I led scope adjustment sessions with MetaBora’s PM team and shifted the plan toward an MVP followed by iteration. This created a shared basis for sequencing work rather than allowing every new request to become a launch dependency.
Reported result: launch delay fell from five weeks to three weeks, a 40% reduction.
BD relevance: a partnership becomes more valuable when both organizations can agree on realistic commitments and deliver against them.
CASE 02LIVE-SERVICE OPERATIONS
PLAYER FEEDBACK · CROSS-FUNCTIONAL DELIVERY
Turning feedback into
a faster operating loop.
My product portfolio records improvements in player feedback processing and bug resolution across live-service work.
The challenge
A 24-hour feedback processing cycle slowed the team’s response to player needs.
The operating focus
Connect feedback handling, product priorities, and development coordination so that issues can move through the team faster.
Explore the outcomes and learning
Reported results: feedback processing time decreased from 24 hours to eight hours; 70% of bugs were resolved within 24 hours. The portfolio also reports a +0.8% retention improvement, without specifying its measurement basis.
Learning: product changes need a sustainable operating model. A separate reward-system experiment created currency inflation when the economy lacked sufficient sinks, reinforcing the need to evaluate long-term effects.
BD relevance: partner confidence depends on the quality of the ongoing service as well as the initial launch.
ADDITIONAL PARTNERSHIP EXPERIENCE
RONIN ecosystem
Live operations and service management for a RONIN-based game, described in the earlier career brief as more than one year.
SSG Landers IP
Game product work involving a sports IP partner, connecting product planning with the requirements of a recognizable baseball brand.
04 / CURRENT LEADERSHIP
AMI SYSTEMS
Chief Business Officer / Product Owner · January 2026–present
Leading business development and product ownership across enterprise technology, sports, and gaming.
Enterprise operations
A commercial ERP system for an automated laundromat company and its entire fleet of stores.
Business workflows → Product requirements
Sports technology
A sports training application being built in partnership with women’s soccer teams in Korea.
Partner needs → Training experience
Developer platforms
A mini-app platform being built for small game studios in Korea.
Studio needs → Platform strategy
These initiatives were described as in development in my latest supplied career update; no launch or revenue outcome is claimed.
05 / HOW I WORK
Make the opportunity clear.
Make the next step concrete.
The operating approach I bring to business development and strategic partnerships.
- 01
Understand the business
Identify the partner’s objectives, constraints, users, and commercial opportunity.
- 02
Define the value exchange
Clarify why the partnership matters to each organization and what each side commits to.
- 03
Build an executable plan
Translate the opportunity into scope, owners, dependencies, milestones, and decisions.
- 04
Measure and adapt
Review delivery and operating results, listen to feedback, and adjust the plan.
LET’S BUILD WHAT’S NEXT
Your next partnership
needs an owner.
Let’s discuss senior Business Development and Strategic Partnerships roles where commercial judgment and product execution belong together.
davidhoyoollee@gmail.com+82 10-4080-4622Seoul, South Korea