Above and beyond, convincing leaders, doing the right thing, pivot

Led vision, discovery and roadmap prioritization to build next-gen experience, leveraging configurable workflows and AI-based insights, to drive $80B+ annual revenue, improving customer-seller efficiency by 15%, (saving est. $25M+ in costs) 

S - As Dell's commerce architecture migrated from monoliths into microservices, the cart, quote, checkout experiences built their backends independently in parallel, this meant duplicate capabilities across apps, inconsistent workflows and major complexity for front-end teams. It slowed us down and created data consistency issues. 

T - I was tasked with unifying these into a next-gen transact platform that could support Dell's long-term strategy - all while keeping daily sales running smoothly. 

A - Get buy in from leadership, convince UX to form a ring-fenced team, Execute smoothly
1. When I presented my vision to product and technical leadership (SVP and Sr Director), I went prepared with all data and rationale with execution plan. They really liked my first-principles thinking and asked me to derisk the execution since this change could destabilize our commerce sales motions.
2. I organized multiple hour long deep-dive sessions to bring consensus and answer trade-offs questions with front-end PMs and SMEs and worked with frontend teams to build a POC. I  presented competition, product goals and key must-haves for Dell to win going forward. There was lot of back and forth but eventually, we all agreed on focusing on longer term company-level strategic goals for Dell to succeed and aligned on a common cart-quote-checkout backend platform despite the complex workflows of Dell's customers, partners, and sellers.
3. I collaborated with frontend PM leadership to create transition plan with a ring-fenced team who would prioritize on new platform integration to bring this into their roadmap. I partnered with them to identify which capabilities will cause minimal tech debt so that we can plan the transition.
4. How did you convince? What did you have to deprioritize? Quote frontend team was working on SKU EOL event notifications which I had to deprioritize.

R - Achieved the transition while maintaining business continuity. This helped improve buyer-seller collaboration with 15% improvement in seller efficiency and $25M+ cost savings and paved way to bring further innovation to help grow Dell's revenue and TAM, all of which directly trace back to the vision and roadmap I owned and executed.