WORK

Two EU regulations were changing what Burberry needed to know about its products: the Ecodesign for Sustainable Products Regulation (ESPR), which introduces Digital Product Passports, and Extended Producer Responsibility (EPR). We had already built a solution for EPR, with tracing handled through spreadsheets. But a Digital Product Passport meant a much bigger change. Burberry managed product data at the SKU level, and I proposed going further, to individual items, so each product would carry its own record. That record would cover where the item came from, what it's made of, and how to care for it. The same item-level data could also support returns, rentals, resale and authentication, so one investment would meet compliance and open new ways to make money. Building this meant reworking many legacy systems and processes. I designed the full solution, built the budget, put together the teams, and brought IT, supply chain, legal, finance and sustainability on board below VP level before taking it to leadership.

I then took the proposal through several rounds of review with the company's VPs. The business case projected more than $2M in avoided non-compliance fines and up to $9M in grey-market and counterfeit value. It was also a set of "two-way doors," decisions we could reverse, which kept Burberry's future options open. The program was approved and funded. I went on maternity leave before execution began, so I handed over a fully scoped plan with its budget, team and roadmap ready to go.

Move to Zero is Nike's commitment to zero carbon and zero waste, and most consumers who shopped online never saw it. My goal was to build the message into the everyday digital journey so it reached people while they were browsing and buying. I mapped the consumer journey, including product pages, site banners, footnotes and follow-up emails, to find where sustainability messaging would fit and where it would get in the way. I ran customer interviews and surveys to learn what consumers cared about and what would get them to act.

Getting the message right meant working across teams. With marketing and sustainability, I shaped what Nike wanted to say and how to say it. With legal, I made sure every claim was accurate, defensible and safe to publish, which matters a lot when a brand is making public environmental claims. I then designed and ran A/B tests on placement and format across those touchpoints. The tests showed which approach consumers responded to best and which actually got them to take action. That gave Nike a tested, evidence-based way to put its sustainability story in front of shoppers.

Sellers in Amazon's premium services program got a business plan every month as a static PDF, and they weren't getting much out of it. In seller surveys and interviews, they said the recommendations felt generic, nobody was accountable for following through, the plans were hard to read, and they couldn't see a return. Account managers had their own problem: they had almost no guidance on what a good plan looked like. I led discovery with both groups. From what we learned, I reframed the product around four things sellers needed: tailored recommendations, clear ownership and tracking, a format that's easy to read, and visible ROI.

I then worked with engineering to automate the plans. The new version used benchmarking data and existing seller tools to fill in each seller's priorities automatically. It also suggested targets for metrics like conversion, in-stock rate, traffic and average order value, and tracked every action to an owner. I wrote the PR/FAQ and six-page proposals that won director and VP approval. We launched a proof of concept and improved it over several rounds, and I ran a pilot with account managers before moving to my next role.