JOYCE MI

我的职责My role

产品经理（PM）；带领、统筹多位PM与制作人，主责相应版本的产品经营与商业化。Product Manager; led and coordinated PMs and producers, owning product and commercial operations for these editions.

经营问题Operating problem

平台用户、新手体验、社交传播与付费需要共同建模。Platform behavior, onboarding, social distribution and monetization needed a connected model.

关键动作Critical actions

建立DAU / Revenue Model、K-factor与行为分群，结合用户研究和AB实验，把数据问题转成产品及运营优先级。Built DAU/revenue models, K-factor and behavioral segments; connected player research and A/B experiments to product and operating priorities.

结果与证据Result & evidence

CityVille中国项目职业记录：D1留存提升700 bps，即7个百分点；只对应该项目。Career-reported CityVille China result: D1 retention increased by 700 bps, or 7 percentage points, on that scoped project.

沉淀与迁移Reusable system

留下DAU / 收入模型、实验规则与社交循环评审框架；留存、商业化和传播一起看。Reusable DAU/revenue models, experiment rules and social-loop reviews: assess retention, monetization and distribution together.

我的职责My role

产品经理（PM），带领多个PM与制作人，主责全球主产品的经营、数据与商业化。Product Manager leading multiple PMs and producers, with ownership of global product operations, data and monetization.

经营问题Operating problem

多个产品组需要统一产品假设、数据定义、上线节奏与经营判断。Multiple product teams needed shared hypotheses, metric definitions, launch cadence and operating decisions.

关键动作Critical actions

把玩法、Spec、DAU与收入模型、用户研究、实验和发布流程连成一套跨组工作方式。Connected gameplay, specifications, DAU/revenue models, player research, experiments and release processes across teams.

结果与证据Result & evidence

历史主责履历记录了这些产品的上线与商业化经营，并沉淀可跨产品复用的数据和工作规范。The career record documents product launches and commercial ownership, with data and operating practices reused across titles.

沉淀与迁移Reusable system

Arcade先验证核心动作与回访理由，再评估内容供给和长期用户价值。For Arcade, validate the core action and return reason before assessing content supply and long-term player value.

我的职责My role

火谷网络产品总监；负责产品规划、DAU / Revenue Model、定价、上线及跨职能推进。Product Director at Huogu, responsible for planning, DAU/revenue models, pricing, launch and cross-functional execution.

经营问题Operating problem

新品需要同时建立玩法与经济假设、数据验证和团队交付机制。A new title needed gameplay and economic hypotheses, evidence and a delivery organization together.

关键动作Critical actions

把商业化、数值、数据实验、招聘与KR、渠道及上线计划前置，按里程碑推进产品。Brought monetization, economy, experiments, hiring, key results, channels and release planning into the development milestones.

结果与证据Result & evidence

本人原始职业资料记载：历史海内外月流水约人民币6,000万元，峰值过1亿元。流水为项目规模，非净利润或个人收入。First-party career record: historical monthly gross bookings of approximately CNY60m across markets, with a peak above CNY100m. These are project gross bookings.

沉淀与迁移Reusable system

0→1交付同时包含产品、经济与证据；把上线条件写进立项。A zero-to-one launch needs product, economics and evidence together; define launch gates at greenlight.

我的职责My role

亚洲区运营负责人；主责全球Order & Chaos、Heroes of Order & Chaos，以及Minion Rush中国区业务。Head of Asian Operations; owned global operating work on Order & Chaos and Heroes of Order & Chaos, and Minion Rush China.

经营问题Operating problem

跨工作室、地区和平台的版本、经济、活动与数据需要统一协作。Releases, economies, events and data required coordination across studios, regions and platforms.

关键动作Critical actions

统筹选型与竞品、经济与活动、数据、商店及版本准备，建立研发文档模板与跨区经营接口。Coordinated benchmarking, economies, events, analytics, store and release readiness; established documentation templates and regional operating interfaces.

结果与证据Result & evidence

协同10+工作室、500+跨职能网络，形成跨产品的发布与经营机制；500+为协作网络规模。Worked across 10+ studios and a 500+ cross-functional collaboration network, establishing release and operating mechanisms across products.

沉淀与迁移Reusable system

全球化从产品与组织开始：统一指标语言，保留区域内容、平台和商业差异。Globalization starts with product and organization: shared metric definitions, with regional content, platform and commercial adaptations.

我的职责My role

北京桃源西谷创始人 / CEO，承担公司经营、团队与研发交付责任。Founder and CEO of Beijing Taoyuan Xigu, responsible for the company, team and development delivery.

经营问题Operating problem

公司初创同时面临产品选择、核心人才、研发预算与发行准备。The new company needed product selection, core talent, development budgets and publishing readiness at once.

关键动作Critical actions

组建工作室，建立预算、Roadmap、招聘和绩效机制，协调市场、法务及外部资源，按产品阶段安排投入。Built the studio, budgets, roadmaps, hiring and performance systems; coordinated market, legal and external resources with stage-based allocation.

结果与证据Result & evidence

原始履历包括单机产品两周上线、棋牌大厅三个月上线；公司经历北京区域性股权市场挂牌。The career record includes a single-player product shipped in two weeks and a card-game lobby in three months, plus a regional equity-market listing.

沉淀与迁移Reusable system

把公司现金、产品组合与继续 / 停项条件一起管理，留下可复用的研发与发布机制。Manage cash, portfolio and continue/stop gates together; preserve reusable development and release systems.

我的职责My role

发行公司创始人；业务被收购后担任海外集团CMO。Publishing-company founder; later CMO of the overseas group after the business was acquired.

经营问题Operating problem

发行能力需要从关系和临时处理，转成稳定的产品引入、上线和经营流程。Publishing needed repeatable product intake, launch and operating processes alongside partner relationships.

关键动作Critical actions

建立CP引入标准、渠道与商务条款、海外市场计划、发行SOP及团队交接，推进跨集团组织协同。Established developer intake criteria, channels and commercial terms, overseas plans, publishing SOPs and team handoffs across the group.

结果与证据Result & evidence

原始履历记载三天诊断、一周处理积压问题、两周形成稳定发行体系；另一独立广告 / 发行平台建设案例记录收入十倍增长。The career record describes a three-day diagnosis, one week resolving a backlog and two weeks establishing a stable publishing system. A separate advertising/publishing platform case records 10x revenue growth.

沉淀与迁移Reusable system

发行是一套阶段门与责任体系。平台10倍收入案例独立计量，不归因给单一游戏。Publishing needs decision gates and ownership. The platform revenue case is measured separately from individual game outcomes.

我的职责My role

经营重整与跨职能协同；客户和项目名称脱敏。Operating turnaround and cross-functional coordination; client and title anonymized.

经营问题Operating problem

接手记录包括收入停滞、存量用户流失、人员更替、历史资料与数据断层。The case describes stalled revenue, existing-player loss, personnel changes and gaps in documentation and data.

关键动作Critical actions

先盘点用户与产品资产，恢复指标基线；按P0/P1/P2重排版本、商业化和团队职责，建立周经营复盘。Reviewed player and product assets, restored metric baselines, reprioritized releases, monetization and ownership, and established weekly operating reviews.

结果与证据Result & evidence

沉淀了先恢复数据与组织连续性、再验证经营修复的接管方法。Produced a takeover method that restores data and organizational continuity before evaluating operating recovery.

沉淀与迁移Reusable system

接管清单、指标词典、责任表、修复顺序和阶段评审；对外不沿用币种与周期未确认的收入速记。Reusable takeover checklist, metric dictionary, ownership map, recovery sequence and stage reviews.

我的职责My role

产品验证、创意实验与经营模型设计；沿用脱敏历史项目记录。Product validation, creative experiments and operating-model design, from an anonymized historical case.

经营问题Operating problem

验证周期长，研发试错与素材测试尚未连接长期用户价值。Long validation cycles and disconnected development trials, creative testing and player-value measurement.

关键动作Critical actions

用AI辅助研究和创意供给，把Demo、素材实验、回访和LTV放进同一阶段评审；逐轮决定继续、调整或停止。Used AI-assisted research and creative production, connecting prototypes, creative tests, return behavior and LTV to continue/adjust/stop reviews.

结果与证据Result & evidence

同组历史Before / After：验证10周→4周；素材测试50→160；CTR 1.2%→1.62%；LTV US$12.5→US$16。One historical before/after set: validation 10→4 weeks; creative tests 50→160; CTR 1.2%→1.62%; LTV US$12.5→US$16.

沉淀与迁移Reusable system

保留实验定义和样本边界。以上为原稿历史自述，未独立审计，不代表未来项目效果。Preserve experiment definitions and sample boundaries. These are first-party historical figures, not independently audited or forecasts.

遇到的问题The problem

最初范围过大，变量过多，行为与结果难以验证。The initial scope had too many variables to verify behavior and outcomes.

调整与验证Adjustment & validation

缩到七个角色、一个办公室，观察分工、交接、关系与权力；把角色动作和真实执行分开。Reduced scope to seven roles and one office; explored allocation, handoffs, relationships and power, separating simulation from real execution.

留下的能力Capability retained

留下可交互流程模拟和组织验证问题；浏览器模拟不执行真实外部任务。Produced an interactive workflow simulation and organizational questions. The browser simulation does not execute external tasks.

体验流程模拟 ↗Explore the workflow simulation ↗

遇到的问题The problem

快速生成多个Demo后，代码可运行仍不能证明用户能完成任务或愿意付费。After rapid prototype generation, runnable code still did not establish task completion or willingness to pay.

调整与验证Adjustment & validation

逐项检查完整路径、错误分支、移动端、上线状态和数据；增加留存、付费意愿与ROI门槛。Added complete-path, failure-state, mobile, release and data checks, followed by retention, willingness-to-pay and ROI gates.

留下的能力Capability retained

沉淀Product Review与分阶段验收；Demo数量作为探索记录单列。Established product reviews and staged acceptance; prototype counts remain an exploration record.

遇到的问题The problem

需要同时对齐需求、支付、权益、数据归因和留存。Requirements, payment, entitlement, attribution and retention needed to work together.

调整与验证Adjustment & validation

按生产可用、留存与回收分阶段验收，检查购买后的真实权益及使用闭环。Applied separate production, retention and payback gates, including post-purchase entitlement and use.

留下的能力Capability retained

形成消费AI产品验收路径；产品发布与商业验证分别记录。Produced a consumer-AI acceptance path; release and commercial validation are tracked separately.

遇到的问题The problem

平台接口和UI各有差异，内容生成之后仍需人工审核和发布核验。Platform APIs and interfaces differed; generation still required review and publication verification.

调整与验证Adjustment & validation

按每个渠道的真实能力分发，保留人审、素材版本、发布回执与日志，再比较内容效果。Distributed within each channel’s actual capabilities; retained human review, asset versions, publication receipts and logs before evaluating performance.

留下的能力Capability retained

留下渠道适配、内容质检、回执与复盘SOP；按渠道记录接通状态。Produced channel-adaptation, content-review, receipt and retrospective SOPs, with connection state recorded per channel.

遇到的问题The problem

发出消息后，送达、真人回复和成交仍需要各自验证。A sent message still needed separate evidence for delivery, a human reply and a sale.

调整与验证Adjustment & validation

建立公司与联系人去重、资格门槛、抑制规则和Reply Desk，把真人回复放在流程前面。Established account/contact deduplication, eligibility gates, suppression rules and a reply desk, prioritizing real replies.

留下的能力Capability retained

沉淀可追溯的商务流程与漏斗口径；名单规模与真实客户分别计量。Produced a traceable commercial workflow and funnel definitions; list size and real customers are counted separately.