Digital merchandising and media build what customers see on web; marketing is secondary (landing pages, segments).

That means global and retailer homepages, deals, product collections, and more. Almost every homepage initiative runs through the CMS, so when leadership or partners want a big change, the tool sits in the dependency chain and cross-team collaboration starts here.

Success is self-service: users find how to do their work in the product, not in Slack.

I design the tool, not the campaigns.

That includes UX inside the CMS plus intake from users and other teams, cross-functional requirements, and shaping what we ship each quarter with my PM. Each quarter balanced two tracks: industry parity (net-new features) and tool enhancements (improving what was already built), alongside intake from homepage dependencies. We ran competitive research (industry tools and our parent company CMS), defined five parity features, and prioritized by most pain solved at once. I partnered with six engineers to ship while still handling intake.

The dashboard made content discoverable by owner, set up approvals later, and scoped loads to what each user needs so eng was not loading everyone's work during a search.

We surfaced expired and future content, moved table to cards, and showed references so teams could plan a high-value homepage slot without Slack or eng.