A creator content platform built for a client of my studio, delivered across mobile, web and backend over 21 months. I ran the delivery: 411 of the 437 issues and 402 of the 403 board items were written by me, work was assigned across the team, and I took a share of it directly.

How it ran. A six-lane Kanban flow with client acceptance testing named as its own step before review, weekly grooming, effort estimated in weeks on 261 items, and 71 marked as user-demanded. Priority and user impact were kept as independent judgements and they agreed on only 274 of 403 items, which is the whole reason for keeping them apart. The build decisions went into the tickets before the developers built them: the chat service move, two CDN moves, a backend availability plan, a storage constraint on offline downloads and a tester-gated release channel.

The client wrote in Taglish over chat. Turning that into typed, prioritised issues with device details and attachments, and relaying decisions back in the client's own language, was a real part of the job. So was verification: tested item by item against the client's own eight-point list with a video attached, with production gated on simulator testing after merge.

One operational save worth recording. A shared client account was lost. The repository, hosting and credentials were migrated to a company-controlled identity with full git history preserved and the old access revoked.

Honest limits: board authorship measures who wrote the tickets, not who did the work inside them. Who designed the board cannot be proven from the record, so the claim is running and populating it. The cadence was Kanban with weekly grooming and estimates in weeks, with no sprints and no velocity. The client is not named and the code is not published.