Building a people management culture from zero. The core objective was deceptively simple: How can we help Delivery Service Partners (DSPs) become great people managers?

In reality, the domain was exceptionally ambiguous. We had no existing tooling, no foundational research, and "great management" was viewed as subjective. We were operating on unvalidated theories without metrics to measure success. I needed to define the problem space, validate a vision, and build a solution from the ground up to operationalize culture and reduce driver turnover.