Product Leadership | Measure + OptimizationProduct & omni-commerce must coordinate to optimize wallets
I own what happens before and after launch
Omnichannel never had a finish line, and agentic expectations are pushing it further out. The job is compounding results release over release.
Value, Delivered
Shipping isn't the finish line, it's the baseline. I own what happens before and after launch. I measure, retool, and compound results release over release, and I can tell you plainly which numbers I moved directly and which ones I only influenced.
The leverage is usually in the metric definition, not the optimization. At TIAA, I moved the education hub's success measure from content consumption to participant action before anything was built, which made the early numbers riskier and the eventual ones real: contribution actions up 105%, rebalancing up 140%, advice session initiation nearly 3x. Although page views would have been easier to move, thin metrics do not move business goals forward.
My work sits inside marketing and commerce teams: segmentation, journey measurement, and the Pivotal Moments™ signals that indicate when a customer is moving toward a brand or away from it. Measurement is not a metric. It is customer intelligence, and it should always carry a target.
North-star metric definition with counter-metrics and guardrails
Adoption, activation, retention, and engagement instrumentation
Segmentation, personalization, and CRM engagement optimization
Experimentation programs: test velocity, win rate, and portfolio-level learning
Product lifecycle management through sunset and cost recovery
MarTech and data maturity assessment with AI readiness scoring
Commerce conversion optimization across owned and partner channels
Collaborative outcomes
TIAA and Nuveen: Site personalization and narrative content strategy tied to a new design system drove 97% subscription conversion on financial publications and roughly 212,000 new enrollments across 5 business units.
Samsung: Ran NA e-commerce across 517MM visits and 8 product launch plans. Segmentation conversion optimization drove a $54.6MM revenue lift, 22% organic ROI, and $390MM in YoY direct revenue with online orders up 11% YoY. An 11-person team ran continuous testing across every product vertical.
Amway: Analytics and market research led the redesign of an $8.9BN omnichannel platform expanding B2B into B2C, lifting revenue $313MM through journey blueprinting, UX, content, and search.
Stellantis: Mapped 22 owner moments into a full orchestration playbook across 13+ brands, producing 13 to 28% CRM efficiency gains in owner targeting and maintenance sales and feeding a $2.4B consolidation win.
Northwestern University: Deployed the Pivotal Moments™ framework against graduate prospecting, improving lead generation to conversion 73 to 112% across global markets with automation and behavioral CTA measurement.
Vanguard: Competitive audit and SEO analytics optimization on "America Saves" produced a 26% engagement performance lift YoY.
Lifecycle and sunset: Retired two legacy applications for $10.7MM a year in operational, maintenance, and servicing savings.
Tooling: Built 5 product-maturity assessment tools and 9 product CoE standards used to score AI readiness and segmentation architecture. An automation workflow for data-maturity analysis produced $23.7MM in organic revenue and roughly 17% speed-to-market gain.
KPIs in case studies
“If you cannot measure it, you cannot improve it.”
— Lord Kelvin
Featured Case Studies
Stellantis Automotive Group
Abarth, Alfa Romeo, Chrysler, Citroën, Dodge, DS, Fiat, Fiat Professional, Jeep, Lancia, Maserati, Mopar, Opel, Peugeot, Ram, and Vauxhall
Featured Case Study: Unifying Omni-channel Platform Communications
When a platform transformation required journey planning.
Core Problem: B2B2C quoting requirements and communications were not matched effectively that were impacting sales and ownership cycles across 13+ brands, due to no coordinated strategy.
Business Impact: Mismatched sales configurations from dealer communications were hurting engagement ahead of a high-stakes agency review. Business units within OEM brands and geographies suffered orchestration challenges that required customer visibility in sales and service cycles. With millions of owners, complexity included dealer managed comms who didn’t commonly follow best practices.
Solutions: Applied my proprietary journey framework to map 22 owner moments and deliver a full orchestration playbook, validated with ownership research that prioritizes SFMC technology deployments and sales personalization transformation.
Results: Drove 13 to 28% CRM marketing efficiencies in targeting ownership management and maintenance sales gains and $320M in savings. This work was also directly tied to a $2.4B (Publicis) agency consolidation win over Accenture.
Samsung Virtual Store and Bespoke AR App
Primary Case Study: Site Optimizations
When a virtual store requires measured physical shopping
Core Problem: COVID closed showrooms for Samsung's highest-converting segment, with no unified digital alternative across five business units.
Business Impact: Revenue performance during COVID depended on how well the new digital experience converted.
Solution: Deliver a web and app experience measured and optimized continuously against segment-level engagement data personalized from prior engagement and supplemental regional B&M sales.
Results: Delivered 22% organic ROI and $390M in YoY revenue during the managed period, Samsung's clearest directly-owned revenue story on the site.Samsung's 11% online sales growth beat the 8% US electronics ecommerce category average for 2021.
(Some content restricted, request for full case study)
“If you can't measure something, you can't understand it.”
— Dr. H. James Harrington
Secondary Case Studies
Sunwing Airline & Resorts CRM integration
Secondary Case Study: CDP & CRM Product Upsell Optimizations
When a platform transformation required journey planning.
Core Problem: Sunwing had no blueprint for a unified customer data platform, escalated during a pandemic that collapsed industry investment.
Business Impact: Risked entering COVID recovery with the same fragmented data foundation as competitors were catching up. Sunwing needed a CRM sales ecosystem to optimize wallet-share with clear CRM and agent personalization of travel preferences to automate marketing and communications.
Solution: Delivered a phased customer data platform (CDP) roadmap with prioritized business cases on wallet-share value, validated from cross-functional stakeholder and customer research.
Results: Positioned Sunwing as a first mover in customer data investment, drawing competitive attention that contributed to its eventual acquisition. WestJet announced its acquisition in March 2022, completing the deal in May 2023, external confirmation of the competitive interest this case describes.
Common measurements I’ve used