About
Who I am, how I got here, and what you should know before writing.
I'm Shahriyor Sharifjonov, Digital Product Manager at Gross Insurance in Tashkent. Two years of code, a startup launched from zero, a studio of my own, and product management since 2025.
I have sat in every seat at a product's table. I talk to engineers in their terms because I was one, to clients in theirs because I sold to them, and to management in numbers because I kept a studio's books.
- 2021Where I started
In April 2021 I started as a front-end developer with a web studio near Kyiv, remotely, and after eighteen months moved to AX Technology in Dubai, also remotely. Two years of building what someone else had specified, across two time zones, taught me what a specification costs when it is wrong and what a team needs from the person who writes it.
- 2023The year I owned everything
I joined Bozor Boy to launch a grocery delivery service from nothing. The title was Head of Operations and Startup Launch; the job was all of it: operations, partnerships, marketing and the digital product customers ordered through. Seventeen months, from the first supplier to a running service.
- 2024The studio
In September 2024 I co-founded Keypix and ran it: a team of ten designers, engineers and business people, more than 40 websites, web applications and Telegram bots. I sold the work, hired the people, held the budget and set the technical direction, and I was the one clients called. In May 2025 I closed the studio.
- 2025Back to code, then product
In May 2025 I joined a US company that builds software for logistics, as a full-stack developer. What I had learned at Bozor Boy and Keypix got management's attention, and after three months they offered me the product manager role. I stayed until June 2026; I don't name the company.
- 2026Now
Since April 2026 I have been Digital Product Manager at Gross Insurance, responsible for the website, the mobile app (iOS and Android) and the Telegram Mini App, the company's digital sales and customer service channels. The same year I passed VK's product manager certification and Yandex's web analytics certificate.
Before you write
Based in
Tashkent, Uzbekistan
UTC+5. Weekdays 9 to 18, I reply within a day.
Open to
Product roles
In Tashkent, on site, or remote with a team anywhere.
Languages
English, Russian, Uzbek
English at professional working level; Russian and Uzbek native.
Remote experience
Three years
With teams in Kyiv, Dubai and the US.
Certificates
VK CPM, Yandex Metrica
Both 2026. Proweb web development, 2021.
Courses
Yandex Practicum, Proweb
Product, project and team management; prototyping with a designer. Pro Design at Proweb: graphic and web design, a full course.
Managed
A team of ten
Hiring, budget, delivery and the day-to-day, at Keypix.
Shipped
40+ projects
Websites, web applications and Telegram bots, as a studio.
Questions recruiters ask
Do you have experience with mobile apps?
Yes. At Gross I own the mobile app, built in Flutter for iOS and Android: I designed it and tested it myself, and now it is getting everything the cabinet on the website does. Gross also sells OSAGO and travel insurance through a Telegram Mini App launched in the autumn of 2026. At Bozor Boy I made the grocery delivery apps for the App Store and Google Play and tracked them in AppMetrica. And three visitors in four come to gross.uz from a phone, so every release is designed for the phone first.
What results can you show in numbers?
In June the OSAGO redesign lifted weekly sales through the site by 64%, and the site's conversion to a purchase reached its highest on record. A campaign went from management's yes to launch in three days. The whole case, month by month: Gross Insurance, month by month.
Have you worked in regulated industries?
Yes, in two. Gross Insurance is a joint-stock insurer. I added payment by corporate card through Atmos next to Payme and Click, moved sign-in to MyID, the national digital identity, and launched online claims and cancellation with refunds to the card, the first among insurers in Uzbekistan. On my initiative: a security audit of the site and a disclosure section built to the legal requirements for joint-stock companies. Before that, the US logistics software I managed worked inside the rules of the FMCSA, the federal regulator of trucking: carriers' MC and DOT numbers, drivers' hours of service (HOS) and violations, electronic logging devices (ELD).
How do you work with data?
Yandex Metrica (certified), AppMetrica and SQL. At the logistics software company I ran many A/B tests and customer interviews with the logisticians who used the product. At Gross I rebuilt the Metrica goals so the funnel reads step by step, and that is how we know a third of the June growth came from the path to the calculator.
How long have you been a product manager?
Product manager by title since August 2025, and responsible for a digital product since 2023: at Bozor Boy I owned the apps and the site customers ordered through. Before that, two years as a front-end developer, so I talk to engineers in their terms.
Would you fit a bank or a fintech?
Insurance e-commerce is close to it: payments, identity checks with MyID, refunds to cards, campaigns approved by management, disclosure rules. I have shipped in two regulated industries, insurance in Uzbekistan and US trucking under FMCSA rules, not only in startups, and taken releases through management's approval. How I would approach a bank's online card application: How I would fix a bank's online card application.
Why did you close Keypix?
I hired ten people before revenue could carry them and did not plan the cash flow, so after eight months I closed the studio. My conclusion: I am better at building products than at running the finances of a small business, and I add more value in a strong team than as an owner. The habit stayed: every idea starts with its economics — what it costs, when it pays back, and what happens if the money arrives a month late.
What did you do at the US logistics company?
The company builds software for dispatchers at US logistics companies; I cannot name it. When I joined, customers were leaving for competitors. I proposed and launched several features, they stopped leaving, and the company gave me its “Initiative of the Year” award. The users worked from habit, so every release went through customer interviews, then a pilot with a few companies, and only what worked there went to everyone.
How was the +64% measured?
Weekly OSAGO policies sold through the site: the six weeks before the June release against the seven after. The week of 13–19 July is left out of the averages, because the Metrica goals were being rebuilt that week. Traffic grew only 8.8% over the same period and no advertising ran in those weeks, so most of the gain came from the funnel: the path to the OSAGO page and the page itself.
How do you prioritise the roadmap?
In northly, a tracker I built for the team: large tasks are scored by reach, impact, confidence and effort (RICE), the work is grouped into releases with dates, and each release is linked to the metric it should move. Management has access too, so priorities are discussed with numbers in one place, not in chats.
How do you go from a hypothesis to a release?
Customer interviews first, then a pilot with a few customers, then an A/B test where the traffic allows it, and finally the metric in the funnel. At the logistics company every release went this way, because the users noticed any change in the interface.
Why do two jobs overlap in spring 2026?
From April to June 2026 I was finishing at the US logistics company part-time and handing over my work, while starting as Digital Product Manager at Gross Insurance.
What do you decide yourself, and what does management decide?
Every product decision is mine: what to build, in what order and how it should work. I noticed the OSAGO sales decline, decided what to change and drew the prototype for the designer. I proposed hiring a designer and three developers, found and interviewed the candidates and chose whom to hire. The KASKO calculator, the Telegram Mini App and the cabinet priorities were my initiative. Management decides legal questions and the budget: the −15% cross-sell offer is one I had proposed many times before it was approved for Gross's 15th anniversary.
Hiring a product manager?
Telegram is the quickest way to reach me. I am in Tashkent, UTC+5, and reply within a day.