Role: Project Manager
Organization: Art & Design, Grand Image
Client: Internal (Retail Division)
When I was hired to manage retail product releases, I quickly discovered there was no structured operational model—only fragmented communication, unclear roles, and visibility limited to the next month. I made the case for a programmatic transformation and led the development of a retail operations framework that brought structure, ownership, and forecasting to a chaotic process. My focus was on laying the groundwork for scale while unifying teams around shared standards.
Developed a scalable framework within 12 months, expanding visibility from 1 to 18 months
Introduced SKU-level coding and ownership definitions
Automated 50% of product development workflows
Unified reporting, SOPs, and forecasting across departments
Collaborated across creative, sales, marketing, and ops to standardize workflows and build consensus around product lifecycle management. Established clear planning cadences and tools for sustainable scale.
Within one year, the new framework expanded product visibility from 1 to 18 months, increased productivity by 95%, and helped grow retail sales from $500K to $1.5M. The initiative reshaped internal collaboration and positioned the team for long-term scale, while cementing my role as a strategic operational leader.
