Digital Marketing
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AI Evaluation · Analytical ReasoningAI Evaluation · Analytical Reasoning

Analytical reasoning built over 20 years in manufacturing systems, applied to funnels and ads that are measured, not guessed. Analytical reasoning yang diasah selama 20 tahun di sistem manufaktur, diterapkan ke funnel dan iklan yang diukur, bukan ditebak.

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Jefry Qoirul Wahyudi
Professional ThreadBenang Merah Profesional

Different environments.
A consistent way of thinking.Beragam lingkungan.
Satu pola berpikir.

Across different environments, the recurring pattern is making the problem visible, turning complex work into clearer systems, developing the people who operate them, measuring what actually happens, and using evidence to decide what to improve or stop. Di berbagai lingkungan, pola yang terus muncul adalah membuat masalah lebih terlihat, mengubah pekerjaan yang kompleks menjadi sistem yang lebih jelas, mengembangkan orang yang menjalankan sistem tersebut, mengukur apa yang benar-benar terjadi, lalu menggunakan bukti untuk menentukan apa yang perlu diperbaiki atau dihentikan.

The ThreadBenang Merah
From solving problems
to building systems.Dari menyelesaikan masalah
menjadi membangun sistem.
PlanningSystemsPeopleMeasurementDigitalAI
Where the Pattern Was BuiltAsal Pola Pikir Ini

20 years before the funnel.20 tahun sebelum funnel.

The diagnostic approach above wasn't learned from a course. It was built over two decades in manufacturing — the cases below show where the pattern came from.Pendekatan diagnostik di atas bukan hasil kursus. Pola itu terbentuk selama dua dekade di manufaktur — kasus di bawah menunjukkan dari mana pola itu berasal.

01 / SYSTEMS

From fragmented stock data to a digital control system.Dari data stok yang terfragmentasi menjadi sistem kontrol digital.

ProblemMasalah

Quantity data was available at a general area level, but the relationship between stock quantity, physical location, and the areas that needed control was not sufficiently visible. The problem was therefore not simply data availability. It was a management visibility and control problem.Data quantity tersedia pada gambaran umum area, tetapi hubungan antara jumlah stok, lokasi fisik, dan area yang perlu dikendalikan belum cukup terlihat. Jadi masalahnya bukan sekadar ketersediaan data, melainkan masalah visibilitas dan kontrol dalam sistem manajemen.

DiagnosisDiagnosis

The key gap was the absence of a structured control layer connecting operational data with the physical areas being managed. Without that layer, monitoring remained too dependent on a general view and made it harder to determine where quantity information could be checked and controlled with confidence.Gap utamanya adalah belum adanya lapisan kontrol yang terstruktur untuk menghubungkan data operasional dengan area fisik yang dikelola. Tanpa lapisan tersebut, monitoring masih terlalu bergantung pada gambaran umum dan menyulitkan penentuan area mana yang dapat diperiksa serta dikontrol quantity-nya dengan lebih akurat.

Thinking / ActionCara Berpikir / Tindakan

I designed the Returnable Rack Warehouse System (RRWS) as a management and digitalization concept, not merely an area-mapping exercise. I translated the operational control logic into a structured relationship between area and quantity, then developed a Figma prototype to make that logic visible. I tested the prototype through feedback and iteration so mapped areas could function as a clearer digital control layer for monitoring and managing quantity.Saya merancang Returnable Rack Warehouse System (RRWS) sebagai konsep sistem manajemen dan digitalisasi, bukan sekadar aktivitas pemetaan area. Saya menerjemahkan logika kontrol operasional menjadi hubungan yang lebih terstruktur antara area dan quantity, kemudian mengembangkannya menjadi prototipe Figma agar logika tersebut dapat divisualisasikan. Saya menguji prototipe melalui feedback dan iterasi agar area yang telah termapping dapat berfungsi sebagai lapisan kontrol digital yang lebih jelas untuk memonitor dan mengelola quantity.

EvidenceBukti

The prototype establishes a clearer digital control layer between general stock information and the physical areas being monitored. Mapping is the mechanism; the higher-level outcome is a more structured management view for quantity monitoring and control.Prototipe membentuk lapisan kontrol digital yang lebih jelas antara informasi stok secara umum dengan area fisik yang sedang dimonitor. Mapping adalah mekanismenya; outcome pada level yang lebih tinggi adalah terbentuknya view manajemen yang lebih terstruktur untuk monitoring dan kontrol quantity.

Measured claimKlaim terukur

No percentage is presented because the available evidence does not establish a defensible denominator for a quantified improvement. The defensible claim is about improved visibility and control within the areas that are mapped and brought into the control structure.Tidak ada persentase yang ditampilkan karena evidence yang tersedia belum menetapkan denominator yang cukup kuat untuk menghitung improvement secara kuantitatif. Klaim yang dapat dipertanggungjawabkan adalah peningkatan visibilitas dan kontrol pada area yang sudah termapping dan masuk ke dalam struktur kontrol.

JudgmentJudgment

The important shift was from seeing data to managing information through a control structure. RRWS demonstrates the ability to identify an operational management gap, structure the control logic, translate it into a digital prototype, and use feedback to improve the system. The value is not the map itself. The value is the management layer the map enables.Perubahan pentingnya adalah dari sekadar melihat data menjadi mengelola informasi melalui struktur kontrol. RRWS menunjukkan kemampuan mengidentifikasi gap manajemen operasional, menyusun logika kontrol, menerjemahkannya menjadi prototipe digital, lalu menggunakan feedback untuk memperbaiki sistem. Nilainya bukan pada peta itu sendiri. Nilainya ada pada lapisan manajemen yang dimungkinkan oleh pemetaan tersebut.

What It ShowsYang Ditunjukkan

Management systems thinking, operational control design, data structuring, digitalization, information visibility, prototyping, feedback, and iterative improvement.Systems thinking dalam manajemen, desain kontrol operasional, penataan data, digitalisasi, visibilitas informasi, prototyping, feedback, dan perbaikan iteratif.

02 / PEOPLE

When improvement depends on people.Ketika improvement bergantung pada manusia.

ProblemMasalah

A process improvement does not sustain itself when the people operating it do not have the capability, ownership, or shared understanding to carry it forward.Perbaikan proses tidak akan bertahan jika orang yang menjalankannya tidak memiliki capability, ownership, atau pemahaman bersama untuk melanjutkannya.

Thinking / ActionCara Berpikir / Tindakan

People development became part of the improvement system. The work included KSA learning modules, pre/post-tests and application projects, EXICOM Inkubator Leader Journeys, competency matrices, and development programs segmented by level because learning needs differed.People development menjadi bagian dari sistem improvement. Pekerjaan mencakup modul pembelajaran KSA, pre/post-test dan application project, EXICOM Inkubator Leader Journeys, competency matrix, serta program pengembangan yang dibedakan berdasarkan level karena kebutuhan belajarnya berbeda.

Process Improvement01
People Development02
Capability03
Sustainability04

EvidenceBukti

The development architecture combined learning modules, pre/post-tests, application projects, competency matrices, leader journeys, and level-based programs.Arsitektur pengembangan menggabungkan modul pembelajaran, pre/post-test, application project, competency matrix, leader journeys, dan program berdasarkan level.

Why it mattersMengapa penting

Capability was treated as part of the operating system rather than as a separate training activity.Capability diperlakukan sebagai bagian dari operating system, bukan sekadar aktivitas training yang berdiri sendiri.

JudgmentJudgment

If a system depends on people, improvement has to include the capability and ownership needed to keep the system working.Jika sebuah sistem bergantung pada manusia, improvement harus mencakup capability dan ownership yang dibutuhkan agar sistem tetap berjalan.

What It ShowsYang Ditunjukkan

The ability to extend systems thinking from process systems into people systems, capability building, and knowledge transfer.Kemampuan memperluas systems thinking dari process systems menjadi people systems, capability building, dan knowledge transfer.

03 / OWNERSHIP

From planning control to broader ownership.Dari planning control menuju ownership yang lebih luas.

Problem spaceRuang masalah

The corporate scope evolved from Production Planning & Control into export-import component responsibilities involving transaction and data control, SAP accuracy, operational continuity, cross-functional coordination, and improvement.Scope pekerjaan berkembang dari Production Planning & Control menuju tanggung jawab export-import component yang mencakup kontrol transaksi dan data, akurasi SAP, kesinambungan operasional, koordinasi lintas fungsi, dan improvement.

What changedApa yang berubah

The important shift was not simply a change of title. Responsibility expanded: from controlling a planning process, to improving systems, developing people, and making decisions within a broader business context.Perubahan pentingnya bukan sekadar pergantian jabatan. Responsibility berkembang: dari mengendalikan proses planning, menjadi memperbaiki sistem, mengembangkan orang, dan mengambil keputusan dalam konteks bisnis yang lebih luas.

Why it matters nowMengapa relevan sekarang

This is the bridge into the current direction. The domain changed, but the discipline of structuring problems, working with constraints, measuring results, and improving from evidence remained.Inilah jembatan menuju arah saat ini. Domain berubah, tetapi disiplin dalam menstrukturkan masalah, bekerja dengan constraints, mengukur hasil, dan memperbaiki berdasarkan bukti tetap sama.

Evidence of scopeBukti perkembangan scope

The documented career path moves from planning and control into systems, cross-functional operations, people development, and broader decision responsibility.Perjalanan karier yang terdokumentasi bergerak dari planning dan control menuju systems, operasi lintas fungsi, people development, dan tanggung jawab keputusan yang lebih luas.

ContinuityKontinuitas

The transferable discipline is structuring work, managing constraints, making performance visible, and improving based on what the evidence shows.Disiplin yang terbawa adalah menstrukturkan pekerjaan, mengelola constraints, membuat kinerja terlihat, dan memperbaiki berdasarkan apa yang ditunjukkan bukti.

Root-cause thinking, in practiceCara berpikir akar masalah, dalam praktik

When a mix-up in material handling caused costly rework, the response wasn't more supervision — it was isolating the variables through root-cause analysis: packaging code and color similarity, then operator fatigue on long shifts. The fix removed the possibility of error at the source (redesigned staging, high-contrast labels, a barcode interlock that physically rejects the wrong part) rather than adding another layer of checking. The same instinct — isolate the variable, fix the root, not the symptom — is what traced the digital conversion leak above from CTR, to checkout rate, to the landing page itself.Saat kesalahan mix-up material menyebabkan rework yang mahal, responsnya bukan menambah pengawasan — tapi mengisolasi variabel lewat root-cause analysis: kemiripan kode dan warna kemasan, lalu faktor keletihan operator di shift panjang. Perbaikannya menghilangkan kemungkinan salah sejak sumbernya (redesain staging, label kontras tinggi, barcode interlock yang menolak fisik part yang salah) — bukan menambah lapisan pengecekan. Insting yang sama — isolasi variabel, perbaiki akar, bukan gejala — yang menelusuri kebocoran konversi digital di atas dari CTR, ke rasio checkout, sampai ke landing page itu sendiri.

How I WorkCara Saya Bekerja

From vision to improvement.Dari visi menuju perbaikan.

A practical loop for turning direction into measurable action, understanding the current state, designing the response, executing with stakeholders, measuring what happened, and improving from the result.Siklus praktis untuk mengubah visi menjadi tindakan terukur, memahami kondisi saat ini, merancang respons, mengeksekusi bersama stakeholder, mengukur hasil, lalu memperbaikinya berdasarkan hasil tersebut.

01VisionFuture state / direction.Kondisi masa depan / arah.
02Objective / KPITranslate direction into measurable objectives.Menerjemahkan arah menjadi objective yang terukur.
03DiagnoseCurrent state, gaps, bottlenecks, constraints.Kondisi saat ini, gap, bottleneck, constraints.
04DesignProcess, system, workflow or solution.Process, system, workflow atau solusi.
05ExecuteImplement with teams and stakeholders.Implementasi bersama tim dan stakeholder.
06MeasureActual performance versus indicators.Hasil aktual dibandingkan indikator.
07ImproveIterate from results and learning.Iterasi berdasarkan hasil dan pembelajaran.
The goal is not to create a system that depends on its creator. The goal is to create a system that works.Tujuannya bukan menciptakan sistem yang bergantung pada pembuatnya. Tujuannya adalah menciptakan sistem yang bekerja.

Decision ruleAturan keputusan

Build when the problem is worth testing. Measure before declaring success. Stop or change direction when the evidence is not strong enough.Bangun ketika masalahnya layak diuji. Ukur sebelum menyatakan berhasil. Hentikan atau ubah arah ketika buktinya belum cukup kuat.

Career EvolutionEvolusi Karier

Increasing scope.
Same discipline.Scope berkembang.
Disiplin tetap sama.

2005–2025 · Astra Daihatsu Motor

From planning to systems and broader ownership.

A long corporate chapter that moved through increasing responsibility. The meaningful progression was from planning and control into systems improvement, people development, cross-functional coordination, and broader operational decision making.Perjalanan panjang di Astra Daihatsu Motor dengan tanggung jawab yang terus berkembang. Perkembangan pentingnya adalah dari planning dan control menuju systems improvement, people development, koordinasi lintas fungsi, dan pengambilan keputusan operasional yang lebih luas.

Section Head · Component Export & Import · Karawang Engine Plant

Systems, people, continuity, improvement.

At the broader ownership stage, the work connected transaction and data control, SAP accuracy, operational continuity, improvement initiatives, people capability, and leadership development.Pada tahap ownership yang lebih luas, pekerjaan menghubungkan kontrol transaksi dan data, akurasi SAP, kesinambungan operasional, improvement, capability orang, dan pengembangan leadership.

2025–Present · New professional direction

Digital Marketing · Market Research · AI Evaluation · Analytical Reasoning

The environment changed. The way of working and thinking did not need to start from zero. It is now being applied to digital marketing experiments, market research, AI-assisted workflows, product experimentation, and analytical decision making.Lingkungannya berubah. Cara bekerja dan berpikir tidak harus dimulai dari nol. Pola tersebut kini diterapkan pada eksperimen digital marketing, market research, workflow berbantuan AI, product experimentation, dan pengambilan keputusan analitis.

The bridgeJembatannya

The domain has changed; the reasoning pattern remains: structure the problem, test assumptions, measure what actually happens, and improve the system or change direction when the evidence says so.Domain berubah; pola reasoning tetap: menstrukturkan masalah, menguji asumsi, mengukur apa yang benar-benar terjadi, lalu memperbaiki sistem atau mengubah arah ketika bukti menunjukkan demikian.

Selected WorkKarya Terpilih

Diagnosing a conversion leak across four product tests.Mendiagnosis kebocoran konversi di empat pengujian produk.

Four low-ticket digital products, one shared question: where is the money actually being lost? The answer came from eliminating variables one at a time, not from a single lucky guess.Empat produk digital low-ticket, satu pertanyaan yang sama: di mana uangnya sebenarnya bocor? Jawabannya datang dari eliminasi variabel satu per satu, bukan dari satu tebakan beruntung.

SELECTED WORK / DIAGNOSIS

Diagnosing a conversion leak across four product tests.Mendiagnosis kebocoran konversi di empat pengujian produk.

SetupSetup

Four digital products (Rp69,000–99,000) were each tested with Meta Ads over 3–7 days, totaling Rp2.1M in spend across 7 campaigns. Two of four pixels could not be optimized toward the Purchase event at the outset — one restricted by Meta's signal limits on a finance-adjacent niche, one limited by a new pixel paired with a generic landing page template.Empat produk digital (Rp69.000–99.000) masing-masing diuji dengan Meta Ads selama 3–7 hari, total spend Rp2,1 juta di 7 campaign. Dua dari empat pixel awalnya tidak bisa dioptimasi ke event Purchase — satu terbatas sinyal Meta karena niche berkaitan finance, satu lagi terbatas kombinasi pixel baru dan landing page template generik.

Diagnosis by eliminationDiagnosis lewat eliminasi

Rather than guess at the cause, each candidate variable was tested against the data. Ad CTR stayed healthy above 2.5% throughout, ruling out creative or audience fatigue. Checkout-to-purchase conversion held at 20–33% — above typical e-commerce benchmarks — ruling out a payment problem. That left one point in the funnel unaccounted for: only 3–13% of landing page visitors reached checkout at all.Alih-alih menebak penyebabnya, tiap kandidat variabel diuji lawan data. CTR iklan tetap sehat di atas 2,5% sepanjang periode, menyingkirkan creative/audience fatigue. Checkout-to-purchase bertahan di 20–33% — di atas rata-rata e-commerce — menyingkirkan masalah pembayaran. Tersisa satu titik funnel yang belum terjelaskan: hanya 3–13% pengunjung landing page yang sampai ke checkout.

Thinking / ActionCara Berpikir / Tindakan

On one product, the landing page was rebuilt from the generic template to custom HTML and the pixel reconfigured to track Purchase directly. Purchases rose from 1 to 3 in the following cycle — then plateaued for five days. Fixing the tracking infrastructure opened the bottleneck; it did not, by itself, solve a persuasion problem.Pada salah satu produk, landing page dibangun ulang dari template generik menjadi HTML custom dan pixel dikonfigurasi ulang untuk melacak Purchase langsung. Purchase naik dari 1 ke 3 di siklus berikutnya — lalu mentok 5 hari. Memperbaiki infrastruktur tracking membuka bottleneck-nya; itu saja belum menyelesaikan masalah persuasi.

EvidenceBukti

Rp2.1M spend, 2,528 link clicks, 45 checkouts initiated, 5 purchases across 7 campaigns. Blended CTR 4.18%, blended CPA Rp420,127.Spend Rp2,1jt, 2.528 klik tautan, 45 initiate checkout, 5 purchase di 7 campaign. CTR blended 4,18%, CPA blended Rp420.127.

What it rules outYang tersingkir

Traffic quality and payment friction were both eliminated as causes through direct measurement — not assumption — which is what narrows the problem down to the landing page's persuasion layer.Kualitas traffic dan gesekan pembayaran sama-sama tersingkir sebagai penyebab lewat pengukuran langsung — bukan asumsi — yang mempersempit masalah ke lapisan persuasi landing page.

JudgmentJudgment

The evidence points to the landing page itself — offer clarity, value proposition, price justification — not the ad and not the checkout. This is a working hypothesis from a small sample (3–7 days, 1–3 purchases per product), stated as such rather than as a finished result.Buktinya mengarah ke landing page itu sendiri — kejelasan offer, value proposition, justifikasi harga — bukan iklan dan bukan checkout. Ini hipotesis kerja dari sample kecil (3–7 hari, 1–3 purchase per produk), disampaikan apa adanya, bukan sebagai hasil final.

Supporting CapabilitiesCapability Pendukung

Capabilities that support the main direction.Capability yang mendukung arah utama.

These are supporting strengths, not substitute titles for the primary identity.Ini adalah capability pendukung, bukan pengganti identitas utama.

Digital Marketing

Meta Ads, landing pages, funnels, campaign experimentation, conversion tracking.

Market Research

Problem discovery, competitor research, market validation, offer analysis, evidence synthesis.

AI Evaluation

AI-assisted workflows, structured evaluation, output assessment, workflow/product experimentation.

Underlying discipline: Analytical Reasoning

Problem decomposition, hypothesis formation, evidence analysis, experimentation, judgment, and decision making.

ContactKontak

Ready when you are.Siap kapan saja.

Open to roles and projects involving digital marketing, market research, analytical problem solving, and AI evaluation.Terbuka untuk peran dan proyek yang melibatkan digital marketing, market research, pemecahan masalah analitis, dan AI evaluation.

EMAIL · jefryqoirul@gmail.com LINKEDIN · Jefry Qoirul Wahyudi ↗ WHATSAPP · Book a 15-min call ↗