Explored whether WhatsApp Groups could become a scalable product channel for real estate teams, and discovered that the real opportunity was not in the groups themselves, but in structuring the operational layer behind them.
Defined the product direction, MVP, and backlog for implementation.
The idea of building a WhatsApp Groups feature came from the CEO. The initial hypothesis was that groups could become a new channel for generating demand and managing conversations at scale.
It sounded promising, especially given how widely WhatsApp is used in real estate, but it wasn’t clear how this actually worked in practice.
I led the product discovery process to understand how these groups operate today, what value they really provide, and whether it made sense to build a product around them.
Based on those findings, I defined the initial product direction and designed the MVP, including the onboarding flow and how the service would be configured within the dashboard.
I also structured the backlog to guide implementation, which was in progress when I left the company.
Groups are heavily used and handle a high volume of activity, but they are chaotic. There is a lot of manual work and no structured way to track what happens, so opportunities often get lost.
At the same time, they remain valuable because they provide access to a network of agents and shared inventory.
This shifted the perspective from seeing groups as a channel to understanding them as part of the operational layer of the business.
I worked directly with users, focusing on real behavior rather than just what they said, and a few patterns became clear:
This shifted the perspective from seeing groups as a distribution channel to understanding them as part of the operational layer of the business.