Suraj Prakash

// Work

Products and platforms

Three kinds of work sit on this page: platform work at Moving Walls, from 2020 to 2026, that I led with engineering, design and commercial teams; enterprise integrations that connected that platform to CRM and ERP systems; and AI-powered products I designed, built and deployed on my own with Claude Code and Replit. Each one says which it is.

  • Team product Led with a team at Moving Walls
  • Built solo Designed, built and shipped by me

DSP platform revamp

Order management and auction mechanics for a dual-sided programmatic DOOH platform

A full revamp of the demand-side platform across six product modules, covering how inventory, budgets and pricing behave on both the demand and supply sides.

How the platform sits between both sides of the market.

The problem

A programmatic DOOH platform has to trade the same screens several ways at once, through private marketplaces, preferred deals and open auction, priced on CPS or CPM terms. Inventory, budgets and pricing have to stay consistent across every one of those paths, for advertisers on one side and media owners on the other.

Users and context

Enterprise advertisers and agencies buying DOOH across Asia, media owners selling through the platform, and the internal teams who run campaigns.

My role

I led the revamp end to end: scope, roadmap, requirements and delivery with engineering and design, across six product modules and a dual-sided demand and supply architecture.

Key decisions

  • Inventory segregation logic, so the same screen can be offered through different deal types without conflict.
  • Budget integrity rules, so spend cannot drift from what an advertiser approved.
  • CPS and CPM transaction handling across PMP, Preferred and open-auction deals, on both sides of the market.
  • Discovery first: focus groups, user interviews and usability testing before engineering commits to a design.

Outcome

It was still in build when I left Moving Walls in 2026, so there are no results to report.

Programmatic DOOH platform

Roadmap ownership and a discovery practice that cut rework

End-to-end roadmap for an enterprise DOOH programmatic platform serving advertisers across Asia, with discovery built into the process before engineering starts.

  1. Market and user evidence
  2. Discovery
  3. Prioritised roadmap
  4. Build
  5. Go to market
How the pieces connect.

The problem

Late changes are expensive on a platform that runs live advertiser campaigns. Platform investment also has to be weighed against market trends, competitors and what users actually need.

Users and context

Enterprise advertisers across Asia, plus the engineering, design, business and client-facing teams who build, sell and support the platform.

My role

I owned the roadmap and prioritised features against market trends, competitive analysis and user research. I defined go-to-market plans for new features and ran the executive and stakeholder forums where priorities were agreed.

Key decisions

  • Made discovery routine: focus groups, user interviews and usability testing happen before engineering commitment, not after launch.
  • Weighed every roadmap item against market trends, competitive analysis and user research, so platform investment lines up with commercial outcomes.
  • Aligned launch readiness across engineering, design, business and client teams spread over Latin America and Asia.

Outcome

Development rework fell by about 30%, and costly late-stage changes to live advertiser campaigns were avoided.

Salesforce and ERP integration

Automated invoicing and payment visibility between platform, CRM and finance

Connected the platform to Salesforce and to Zoho Books and NetSuite so invoices generate automatically and payment status is visible end to end.

  1. Platform activity
  2. Salesforce
  3. Zoho Books / NetSuite
  4. Invoice
  5. Payment status
How the pieces connect.

The problem

Finance and operations were reconciling invoices and payment status by hand between separate systems.

Users and context

Finance, operations and account teams.

My role

I led the Salesforce integration and the ERP integration with the Zoho suite, including Zoho Books, and NetSuite.

Key decisions

  • Automated invoice generation from platform activity.
  • Payment status flows back so every team sees the same picture.

Tools

SalesforceZoho BooksNetSuiteAPIs

Outcome

Manual reconciliation between finance and operations was eliminated.

Inventory Availability Viewer

A customer-facing, self-serve view of billboard inventory

A self-serve platform that shows external customers real-time billboard availability, pricing and format, and lets them request inventory without waiting on a sales cycle.

  1. Inventory data
  2. Availability, price, format
  3. Customer browses
  4. Request in platform
How the pieces connect.

The problem

Customers and stakeholders around the world had no direct way to see which billboards were available, at what price, or in which format.

Users and context

External customers and global stakeholders looking for OOH inventory.

My role

I owned it single-handedly: UX design, build and launch, with no dedicated engineering team.

Key decisions

  • Surface availability, pricing and format (static or digital) in real time.
  • Put the request inside the product, so interest turns into an enquiry in one step.
  • Concept to production in 15 days.

Tools

Claude CodeReplit

Outcome

A direct self-serve channel for global customers that supports inbound demand. It went live and into use.

AI Performance Mirror

An HR productivity analytics platform, built and shipped solo

Replaced a long-running manual reporting cycle with AI-generated daily productivity and KRA-progress reporting, drawn directly from task and time data.

  1. Zoho Sprint API
  2. Task and time data
  3. AI reporting
  4. HR review
Follow-on modules Calendar InsightActivity Insight
How the pieces connect.

The problem

Productivity reporting depended on managers reporting on their own teams, in a manual cycle that had run for years.

Users and context

The HR head and HR team, and the managers whose teams appear in the reports.

My role

I ran the whole product lifecycle alone: requirements discovery with the HR head, workflow and data-model design, build and production deployment, with no engineering resources allocated.

Key decisions

  • Integrated the Zoho Sprint API so task and time data arrives automatically instead of being typed in.
  • Used AI to write daily productivity and KRA-progress reports for HR review.
  • Let post-launch usage decide what came next: Calendar Insight for meeting load and time management, and Activity Insight for planned versus unplanned work.

Tools

Claude CodeReplitZoho Sprint APIGenerative AI

Outcome

HR gained standardised, always-current productivity visibility across the organisation, without depending on manager self-reporting.

Earlier work at Moving Walls

Before product, four business-analysis roles. They are where I learned how clients, operations and data actually behave.

  • Senior Business Analyst, Innovation

    Strategic planning and business-process optimisation for innovation initiatives across Latin American and Asian markets, using business and data analysis to rank initiatives by measurable impact.

  • Business Analyst, Change Management

    Led the organisation-wide Zoho CRM implementation and designed an employee reward system on XOXO Day.

  • Business Analyst, Client Onboarding

    End-to-end client onboarding in Mexico, Brazil, Colombia, Chile and across Asia. Turned recurring client friction into product improvement recommendations.

  • Business Analyst, Retail

    Built dashboards in Tableau and AWS QuickSight for retail decision-making and performance tracking.

Descriptions stay at the level of detail in my CV. Client names, internal metrics and screenshots of internal tools are left out.

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