Hi, I'm Tyo
Senior Project Manager based in Indonesia
About Me
I spent a decade in creative and tech project management, running more than a hundred projects across campaigns, platforms, and product launches, mostly as the person between the teams who make things and the people who need them.
At Gojek I led projects for a creative team. During that time, I kept noticing the same thing, doing the same thing over and over again. It was chasing status updates, rebuilding the same report every month, and having no shared record of who was carrying too much, so workload only became visible once the pressure showed up in the work.
So I built something. The first was a project and capacity system for the creative team at Gojek: one intake point for every request, one place that showed every running project, who was on it, and where it stood, and a set of hour benchmarks that turned “are we busy?” from an argument into a number anyone could check. It cut monthly reporting effort by roughly 75%, and it showed overload early enough to act on. It was not complicated. It worked because it was simple enough for the team to keep using.
Around the same time, my partner and I started Jiyana, a fashion brand. Running it taught me the same lesson from the opposite end. At a large company you build systems to simplify and standardise the way work gets done. At a small one you build them because the team is carrying more than it can track by hand, and every manual record is another chance for an error, which pushes the discrepancy rate up. As the volume of stock movements grew, that started to cost us. So I built an inventory system: one structured record per item, one place to log every movement, and everything else calculated automatically.
Then came the AI agents. Instead of someone opening a spreadsheet to log a transaction, they type a command in Slack and it records itself, which removed both the delay and the typing errors that came with it. Instead of me chasing my own calendar and backlog, an assistant tracks them and tells me what is urgent. The point was never the technology. It was that a small team could stop spending its hours on work that produces nothing, and spend them on work that does.
That is the direction I am moving in now. Not away from project management, but beyond that. Delivering one project on time is the baseline. Building the system that makes every project after it faster, cheaper, and less dependent on someone remembering to ask, that is where the value compounds.
How I work
Start with the objective, not the task list.
A project delivered on time that missed the point is still a failed project. Before anything moves, I make sure everyone can state what we are actually trying to achieve, in the same words.
Keep delivery moving without squeezing the team.
I check progress daily, but the point is to catch a blocker while it is small, not to micromanage. Constant check-ins are annoying and they slow people down. Kept light and predictable, a daily check stays out of the way, and the team raises problems early because raising one costs them nothing.
Fix the system, not just the project.
Most delays are not one-off failures. They are the same friction appearing again in a new costume. When I see the pattern repeat, I build something that removes it: a clearer intake, a shared capacity view, a report that generates itself. The project gets delivered either way. The difference is whether the next one is easier.
Use AI where it improves accuracy, not just speed.
Manual data entry is where errors enter a business, and an error usually costs more than the minutes it saved. I use AI agents to take over repetitive, error-prone work, so people spend their time on the decisions that need judgment.
Keep the work traceable.
I structure and document work as it happens, so progress can be tracked while it is running and traced back afterwards. Six months later, when someone asks how a number was reached or why a direction changed, the answer is there and takes minutes to find.
Solve the core problem, and make sure it gets used.
A system only creates value when the people it was built for actually use it. So I start from the core problem rather than the full wish list, keep it simple enough to fit how the team already works, and treat everyday use as the real measure of whether it worked.