For hiring teams
A product role with ownership.
Growth Product Manager / Product Owner. 6+ years in IT, across product decisions and hands-on delivery.
Copenhagen, Denmark
Artur Kvade.
Growth Product Manager
I turn product questions into clear priorities, testable ideas and improvements the team can deliver.
Open to opportunities in Copenhagen
- Full-time
- Project / Contract
- Part-time Consulting
For founders & product teams
A clearer next product decision.
Find funnel friction, evaluate an opportunity or choose what to build next—with a concrete plan to act on.
01 /How I create product value
From evidence to a better product.
I combine analytical product thinking with hands-on delivery: understand the problem, choose a direction and learn from what ships.
- 01
Understand
Combine user needs, product signals and business context to define the problem.
OutputProblem brief - 02
Prioritize
Choose a testable hypothesis using evidence, expected value and delivery constraints.
OutputA testable priority - 03
Deliver
Align stakeholders and work with the team to ship a focused change.
OutputFocused improvement - 04
Learn
Measure the result, check the assumptions and decide what to do next.
OutputNext decision
Learning feeds the next priority
- Product Metrics
- Funnel Analysis
- User Research
- Competitor Research
- Hypothesis Validation
- A/B Testing
- Roadmapping
02 /Selected growth impact
What changed. Where it mattered.
Selected results from my Product Manager role at NDA / iGaming, 2024–2026.
Product growth
Conversion & transactions
Conversion uplift
Identified a high-performing product section and initiated its prioritization and visibility.
Additional successful transactions / month
Identified and resolved a hidden, critical issue in the transaction funnel.
Operational efficiency
Time & processing
FTE hours saved / month
Reduced operational workload by driving resolution of a high-impact business issue.
Faster request processing
Aligned business requirements, KPIs and priorities for an internal CRM workflow.
Discovery & delivery
Work volume · not business outcomes
Product ideas generated & validated
Built a strong backlog of opportunities for future product improvements.
Tasks in the 2026 roadmap
Translated research and analysis into a structured roadmap aligned with business goals.
Reported career results. Approximate figures retain their original qualifiers; they are separate from the independent studies below.
03 /Independent product research
The thinking behind the proposal.
Three studies showing how I frame a problem, choose a first move and define what to learn.
Danske Bank
Banking · Self-service
Make everyday banking clearer
Independent research. No internal data. Recommendations not implemented.
- Problem
- Customers can struggle to obtain the right statement or understand a payment status, creating avoidable support work.
Read product reasoning
- Evidence
- Public documentation and user-reported friction. Exports, PIN viewing and spending categories already exist; discoverability and clarity are the questions.
- Proposed solution
- Improve statement selection, PIN recovery guidance and transaction timelines so customers can finish tasks with less uncertainty.
- First / later
- First: audit support reasons and test these three service flows. Defer PIN-change infrastructure, dynamic CVV and P2P extensions until feasibility and costs are validated.
- How I would test it
- Proposed checks: task completion and avoidable contacts per completed task. Validate incremental value, security and actual cost reductions before treating freed capacity as savings.
Source: proposal and evidence appendix, PDF pages 3–13 and 16–19.
- Limitations
- No authenticated app walkthrough. Financial figures in the PDF are illustrative scenarios; feature variants, costs and demand need validation.
Green.dk
B2B commerce · Lead qualification
Match the journey to the intent
Independent research. No internal data. Recommendations not implemented.
- Problem
- Buyers, sellers and service customers share a generic B2B enquiry path, leaving needs unclear and adding sales follow-up.
Read product reasoning
- Evidence
- The research identifies one generic B2B page and form. Its journey review flags unclear routing, phone-field friction and gaps in buyer reassurance—not measured drop-off.
- Proposed solution
- Offer four intent paths: buy, sell, repair and IT lifecycle / ESG. Use email-first contact, an optional phone field and relevant, verifiable trust information.
- First / later
- First: segment intent, simplify the form, add verified trust signals and instrument the funnel. Next: bulk valuation and routing. Validate demand before building a buyback calculator.
- How I would test it
- Proposed checks: form completion by intent, qualified-lead rate, time to quote and sales follow-up effort. Compare against a measured baseline, not the mockup figures.
Source: journey proposals and prioritisation, PDF pages 2–8.
- Limitations
- No funnel baseline or buyer interviews in the supplied study. Mockup prices, customer examples and compliance claims require verification.
tamigo
B2B SaaS · Mobile workflows
Help teams act on shift changes
Independent research. No internal data. Recommendations not implemented.
- Problem
- Deskless employees may miss schedule changes; managers then spend time reminding people and coordinating across channels.
Read product reasoning
- Evidence
- The presentation reviews scheduling, shift bids, company information and email screens. It frames adoption and coordination problems as hypotheses, without usage or incident data.
- Proposed solution
- Make shift changes explicit through notifications and a “what changed” view; reduce access friction and bring schedules into employees’ calendars.
- First / later
- First: validate change visibility, biometric login and calendar sync. Next: contextual shift chat and role-based onboarding. Defer payroll validation, an integration marketplace and recognition features.
- How I would test it
- Proposed checks: time to notice a change, successful shift coordination and manager follow-up effort. Monitor notification fatigue, login failures and retention in a pilot.
Source: workflow concepts and prioritisation, PDF pages 2–8.
- Limitations
- Feature availability, role permissions and platform constraints need checking. The study provides no baseline proving missed shifts or a retention effect.
04 /Focused product support
Useful work. Clear deliverables.
Choose the decision you need help with. We agree the scope, inputs and deliverables before starting.
A map of funnel friction
You receiveA friction map and prioritized investigation and test plan.
When & how
- When
- Users drop off, but the cause is unclear.
- What I do
- Review stages, data quality and key user journeys.
A competitive opportunity shortlist
You receiveA journey comparison, opportunity gaps and ranked hypotheses.
When & how
- When
- You need a clearer position in the market.
- What I do
- Compare relevant competitors, journeys, features and positioning.
A discovery brief worth acting on
You receiveAn opportunity brief with evidence, assumptions and next questions.
When & how
- When
- The next growth opportunity is uncertain.
- What I do
- Investigate user needs and underperforming product areas.
Metrics that support decisions
You receiveA metric map with definitions and a measurement-gap checklist.
When & how
- When
- Reports exist, but priorities remain unclear.
- What I do
- Review KPIs, funnel definitions and measurement gaps.
An experiment-ready hypothesis
You receiveA test brief with metrics, guardrails and decision criteria.
When & how
- When
- An idea needs evidence before investment.
- What I do
- Define the hypothesis, experiment and success criteria.
A roadmap with explicit trade-offs
You receiveA prioritized backlog, rationale and a sequenced roadmap.
When & how
- When
- Too many initiatives compete for capacity.
- What I do
- Compare user value, business impact, evidence and dependencies.
A practical workflow improvement plan
You receiveA workflow map and prioritized changes with clear owners.
When & how
- When
- Handoffs and manual work slow delivery.
- What I do
- Map bottlenecks and clarify ownership across teams.
A scoped AI workflow prototype
You receiveA prototype, documented prompts and a quality-review checklist.
When & how
- When
- Repeated research or analysis consumes team time.
- What I do
- Explore AI-assisted research, prompts, analysis and automation.
05 /Ways we can work together
Choose the working relationship.
Full-time
Long-term ownership
Long-term ownership of growth, discovery, priorities and cross-functional delivery within your product team.
Project / Contract
A defined challenge
A defined product challenge, with agreed scope and deliverables for a fixed engagement.
Part-time / Hourly
Focused product support
Targeted help with analysis, discovery, prioritization or improving how work gets done.
06 /Experience
A foundation in delivery.
Product and project management experience, now based in Copenhagen.
May 2026 – Present
Danish Language Programme & DRC Office Internship
Copenhagen
- Learning Danish and participating in courses on Danish society and the local labour market.
- Supporting Ukrainian refugees at the Danish Refugee Council (DRC) with translation, job search and practical digital services.
Mar 2024 – Apr 2026
Product Manager
NDA / iGaming
- Researched 15+ competitors and translated findings into product improvements.
More outcomes
- Reduced cross-department delivery timelines by approximately one-third through ownership and proactive follow-up.
- Built structured CRM documentation from scratch, improving team and stakeholder efficiency and increasing productivity by one-third.
Nov 2022 – Mar 2024
Project Manager
Yedynka
- Delivered projects within scope, time and budget, achieving 97% client satisfaction and 3 new contracts through referrals.
More outcomes
- Increased team efficiency and delivery speed by 35% through structured workflows and processes.
- Automated workflows with AI tools, saving 3–4 hours per week.
Jan 2021 – Nov 2022
Project Manager
OnPage
- Managed multiple projects, achieving 90% client retention and increasing long-term contracts by 20%.
More outcomes
- Increased project profitability by 13% through structured change request management.
- Improved team efficiency through CI/CD, saving ~12 team hours per month.
07 /The first 90 days
The first 90 days, in phases.
An indicative plan, adapted to the product, team and available evidence.
Days 1–30
Understand the baseline
- Audit key product metrics and funnel performance.
- Understand the roadmap, constraints and business goals.
- Align with stakeholders and the team.
Days 31–60
Choose what to test
- Identify friction points and potential growth levers.
- Prioritize quick wins and bigger bets.
- Shape hypotheses and an initial improvement or experiment backlog.
Days 61–90
Deliver, learn and focus
- Launch improvements or experiments.
- Build feedback loops and measure results.
- Refine priorities for the next roadmap cycle.
A working approach, not a delivery guarantee. Timing and outcomes depend on the product and context.
Intended outcomes
- Clearer priorities
- Faster decision-making
- Visible growth opportunities
- Measurable product learning
08 /Let’s talk
A role to discuss. A problem to solve.
kvadea@gmail.comArtur KvadeGrowth Product ManagerCopenhagen, Denmark