Overhauled Estee Lauder’s Legacy Ecommerce Platform in 6 Months

Product Lead | 2023

I was nominated by leadership to lead a cross-functional team of 100+ (PMs, Engineers, and Designers) to develop and launch Estee Lauder Companies’ (ELC) 1st fully modernized, end-to-end Ecommerce platform. In just 6 months, I led the launch of a new front-end tech stack, built a new back-end infrastructure, and trained the organization on new enterprise tools how to operate a new direct-to-consumer (DTC) site.

This high-stakes, company-critical initiative delivered improved enterprise-level UX designs for Homepages, PLPs, and Search, introduced the fastest page load times, and achieved operational efficiencies for our internal users (ELC Brand Merchandising Teams).

I am now leading the charge to implement this breakthrough version across all of ELC’s portfolio of 300+ DTC sites, earning praise and recognition from leadership.

Leadership in Driving Organizational Standards

I’ve also set the standard for the organization’s adoption of the Single-Threaded Owner (STO) model—pioneered by Amazon Product Leadership that designates a single, accountable leader for high-visibility, high-stakes projects.

As the organization’s first STO, I have raised the bar to ELC’s approach to ownership, accountability, and cross-functional collaboration.

I actively mentor other product managers to navigate the complexities of this role, empowering them to excel in driving strategic product initiatives. My mentorship emphasizes the importance of ownership, adaptability, and stakeholder management, ensuring the success of their product launches.

Lessons Learned from Leading Large-Scale Initiatives

• Embrace Agility: Rigorous planning is essential, but be adaptable when roadblocks arise. I stay grounded through critical thinking and data-driven pivots to navigate change effectively.

• Decisive Leadership: Be fearless! Some decisions are irreversible and require conviction; others decisions have room for recalibration. I’ve learned to be discerning in both approaches.

• Contingency Planning: Always maintain Plans B, C, and D to adapt to evolving challenges. I proactively communicate these scenarios with stakeholders.

• Proactive Communication: Constant communication isn’t enough—communicate early, clearly, and with purpose. I’ve made direct phone calls to executive stakeholders after-hours to get their attention and facilitate faster, more informed decision-making.

• Alignment Above All: Every team has unique priorities. Reassess and realign often to ensure collective focus on organizational goals.