The work

Buying gold as an investment in Iran means trusting a shop, a price you cannot verify, and a buyback promise nobody wrote down. The trust gap — not the technology — is the market.

Architected a full investment platform: buy, sell, hold, buyback, pricing, invoicing, delivery and account journeys — with the buyback obligation designed in from day one, not bolted on.

Never launched. The parent group's priorities moved to physical operations before the platform shipped. The architecture and the market model survived and were folded into Shalize's operating system.

A physical gold and silver business running on WhatsApp messages, memory and trust. Volume was climbing faster than the process could hold it.

Rebuilt the operating system end to end — enquiry, order, invoicing, payment verification, fulfilment, follow-up and buyback — and put a CRM under it.

Daily volume moved from 0.5 → 10 kg/day. Peak month 160B Tomans (reported). 4,000+ verified purchasing customers.

Jewellery is not bought on specification. It is bought on meaning — and the category was selling grams.

Positioned Goldoon as story-first: collections, gifting, packaging, charms and personalisation designed as narrative objects, not SKUs.

Shipped as the group's brand-led retail line, with a distinct customer journey from the bullion side of the house.

An IELTS candidate outside a major city has no examiner, no feedback, and no way to know why their writing scores what it scores.

Built an AI feedback engine that simulates the exam, analyses the response and returns specific, actionable, examiner-shaped feedback — then designed the improvement loop around it.

MVP validated with real submissions and first paying customers — the first proof that people would pay for machine feedback. Wound down in 2025.

Teenagers do not stop reading because books are bad. They stop because reading is solitary, unrewarded and invisible to their friends.

Built a social, gamified reading platform — story journeys, points, medals, narrator characters, quizzes — and launched HisTory as a product-led growth campaign that made registration, profile completion and e-book purchase one continuous motion.

Launched in roughly three months. Partnered with the Ministry of Education and the national Shad platform.

Charitable giving fails on both ends: donors cannot verify need, and social workers cannot prove outcome. Trust collapses in the middle.

Designed the Mehrabani Card — one object carrying the verified need, the beneficiary's story, the donation and the outcome — and built Soha underneath it as the verified-needs data layer.

Built for national-scale distribution. The impact-reporting loop closed the donor–beneficiary trust cycle.

A video-social product for an audience that had no safe, culturally native place to make and watch short video.

Led it from design through launch — content consumption, engagement, retention and the creator workflow.

300K users in the first two months.

Parents drown in parenting advice and starve for parenting guidance. The gap is between expert knowledge and a decision at 11pm on a Tuesday.

Designed taxonomies, need classifications and content pathways that turn specialist knowledge into something a tired parent can act on.

Shipped and iterated over four years as Aghigh's most human-centred product.

Adolescents are treated as an audience to be broadcast at, not as participants with agency.

Defined the product problem and designed engagement flows that turned teenagers from consumers into contributors.

Launched and validated the early model. I left before it scaled — I am only claiming the zero-to-launch work, not its long-term trajectory.

Territorial development is discussed in language no product team, no investor and no citizen can act on.

Built the ecosystem's information and content architecture — development missions, economic zones, sectors, library, gallery, podcast — so that policy becomes navigable.

In active development as Emkan's flagship platform.

An investment-promotion agency with no digital surface is a phone number. Investors need discovery, evidence, a way in, and a reason to stay.

Architected the full investor journey — opportunity discovery, competitive-advantage assessment, expression of interest, organisational engagement, request management and aftercare.

In active development as the digital infrastructure of Emkan's IPA.

Makran is one of Iran's largest development bets and almost nobody — investor, citizen or policymaker — can picture it.

Benchmarked 38 countries, ran 8 regional deep-dives, contributed to two documentaries and designed the region's investment-conference framework.

Fed directly into national coastal-settlement planning via the Economic Working Group.

Registering a company in Iran requires an expert because the process is deliberately opaque. The expertise is the product — and the bottleneck.

Modelled the specialists' tacit knowledge into a guided, question-based workflow that generated the filings.

Ran for a year. It taught me that productising expert knowledge is a knowledge-extraction problem long before it is a software problem.