2017 — 2021
Big Island Abalone
2017 - 2021
Aquaculture Operations | Product & Process Innovation
Context
Big Island Abalone is a land-based aquaculture operation serving domestic and international markets. As Operations Project Manager, I led cross-functional initiatives to strengthen system resilience, increase revenue, and digitize key workflows within a resource-constrained production environment.
Working in a physical system with real operational variability required balancing cost, durability, safety, and scalability, mirroring the tradeoffs faced in early-stage product environments.
Product & Operational Innovation
1. Launching a 24/7 Online Ordering Platform
Problem
Ordering workflows were manual, time-intensive, and limited to business hours, creating friction for customers and administrative overhead for staff.
Product Opportunity
Digitize the ordering process to provide 24/7 customer access while reducing internal administrative burden.
My Role & Ownership
I defined requirements, designed the workflow, and launched a multilingual online ordering platform tailored to the needs of international buyers.
Product Decisions
Simplified form structure to reduce user friction
Designed multilingual onboarding materials to increase adoption
Structured backend workflow to eliminate manual re-entry
Impact
Eliminated 10+ hours of manual administrative work per week
Increased ordering flexibility for international clients
Improved process reliability and data consistency
2. Extending Tank Life Through Iterative Retrofits
Problem
Saltwater corrosion compromised structural components on fiberglass aquaculture tanks, threatening production capacity and requiring costly replacements.
Product Opportunity
Design a reinforcement solution using available materials to extend tank life without significant capital expenditure.
My Role & Ownership
I led iterative design testing of retrofit solutions using recycled farm materials, balancing durability, cost, and production continuity.
Product Decisions
Tested multiple reinforcement configurations
Validated structural resilience under operational stress
Prioritized low-cost scalability across tanks
Impact
Avoided approximately $25K in tank replacement costs
Maintained uninterrupted production capacity
Extended infrastructure lifespan without capital investment
3. Turning Waste Inventory Into Revenue
Problem
Unsellable abalone inventory was consuming tank capacity and limiting growth potential.
Product Opportunity
Develop a new export-ready frozen product line to monetize excess inventory while freeing space for higher-margin production.
My Role & Ownership
I identified the opportunity, defined equipment requirements, designed processing workflows, and launched the new product line.
Product Decisions
Selected and implemented freezing equipment
Designed packaging and export process
Structured operational workflow to integrate with existing production
Impact
Generated $40K in revenue within two months
Reduced capacity bottlenecks
Increased overall production efficiency
Product Capabilities Demonstrated
End-to-end product ownership from opportunity identification to launch
MVP scoping under physical and financial constraints
Iterative testing and real-world validation
Revenue-driven prioritization
Designing scalable systems in resource-limited environments