Billabong: Unifying Global Commerce Across 9 Brands and 3 Regions

Billabong’s global omni-channel transformation set out to address a fragmented tech stack, inconsistent customer experiences, and siloed business operations. The objective was to streamline and modernize its digital commerce ecosystem by consolidating 22 front-end systems, 23 back-end platforms, and 26 bolt-on applications into a single, global cloud-based solution. The end goal: deliver a consistent customer experience across retail, wholesale, and eCommerce channels, improve inventory visibility and data integrity, and support scalable growth across nine brands and three global regions.

The transformation centralized customer data, integrated digital marketing and content systems, introduced a unified global POS, and implemented modular site templates that could be reused across regions. The program also aligned B2B and B2C systems, demand planning, CRM, and customer service—ensuring one shared, high-performance platform to support ongoing expansion resulting in 430% DTC channel growth.

My Role

As Program Manager and Digital Product Owner, I led the delivery of this $40M global initiative, reporting to the Chief Technology Officer and Global Director of Direct-to-Consumer Technologies. I managed cross-functional teams spanning product, UX, engineering, QA, customer service, and architecture—driving the roadmap, delivery strategy, and day-to-day execution. I also owned key workstreams including eCommerce, user experience, asset management, merchandise planning, and warehouse management, ensuring integration across systems and business units.

This was more than just a systems overhaul—it was a cross-functional business transformation involving 110+ stakeholders across departments like digital marketing, CRM, retail, logistics, finance, and analytics. I played a central role in aligning global priorities, standardizing data models between mono- and multi-brand structures, and supporting change management and training efforts. The initiative supported growth across 215 retail locations, integrating six ERPs and delivering one unified platform for Billabong’s next stage of global expansion.

Oakley: Building a Global Omni-Channel Platform for Performance and Scale

Oakley’s omni-channel transformation aimed to unify its digital, retail, and customer service systems into a single, global platform capable of supporting high-growth consumer expectations. The initiative addressed fragmented systems across commerce, marketing, customer service, and logistics, consolidating digital operations into a cloud-based ecosystem centered on SAP and Hybris. The program delivered a consistent customer experience across eCommerce, in-store, mobile, and call center channels—while enabling operational efficiency, PCI compliance, and real-time order visibility globally.

Key objectives included implementing a single commerce and content platform, centralizing customer data, streamlining digital asset management, and enabling a scalable architecture for international expansion. The program supported multiple languages, payment options, and regions while empowering marketing and customer service teams with new tools for personalization, content management, and customer support.

My Role

As Program Manager and Business Analyst, I led the end-to-end delivery of Oakley’s global omni-channel program, reporting to Luxottica’s Program Director of Digital Technology. I oversaw a large cross-functional team including project managers, analysts, architects, engineers, and DBAs—managing scope, execution, and alignment across global stakeholders. I also served as the lead business analyst on critical tracks including call center operations, warehouse and logistics, merchandise planning, and UX for Oakley.com, owning discovery, documentation, and strategy.

My focus was on delivering a connected, data-driven customer experience while aligning backend operations to support global scale. I worked closely with teams across eCommerce, CRM, analytics, and marketing to translate business goals into scalable systems. The result was a fully integrated platform launched in May 2014, built to support Oakley’s performance-driven brand with the technology and flexibility required for continued growth.

IDIQ’s Expansion into Employee Benefits: Project Objectives & Strategies

IDIQ embarked on a strategic initiative to expand beyond its direct-to-consumer business model and enter the employee benefits market, requiring a complete retooling of its backend systems. The company’s existing infrastructure was built solely for credit card-based, direct-to-consumer billing, which posed a major barrier to selling into employee benefits. To support this expansion, the platform needed to handle parent accounts with multiple members, split payment configurations (allowing for direct credit card billing, payroll deduction, and employer contributions), and flexible payroll cycles (24- or 26-pay period structures). Additionally, new policies were required to manage commission payouts, delinquency scenarios, and employer-subsidized contributions. The need for change became even more pressing after IDIQ acquired a small business with 238 manually configured employee benefit accounts, exposing inefficiencies that would cripple scalability without automation.

To drive this transformation, I leveraged cross-functional collaboration across business development, sales ops, finance, legal, UX, and engineering. The initiative began with an extensive discovery phase, where I gathered insights into market expectations, broker commission structures, and sales challenges from key stakeholders—including the business development executive managing the acquired accounts and leading employee benefits brokers. This informed the policy and system changes needed to scale. Working closely with sales ops, I conducted impact assessments to estimate how account setup and management would scale from hundreds to thousands of accounts. I managed the product engineering team and collaborated with UX designers to create an intuitive interface for managing complex account configurations.

Execution followed a structured 12-sprint Agile roadmap, covering backend reconfigurations, UX development, billing enhancements, and integration into IDIQ’s ERP. The new system introduced automated bulk member imports, tiered commission structures, and multi-tier billing options, significantly reducing sales ops workload. The impact was immediate—sales operations saw a 25% reduction in onboarding effort, enabling business development to hit aggressive growth targets. The platform is now on track to scale from 238 to 1,000 employer accounts by 2026, supporting 23,000 new user onboardings per month. This transformation positioned IDIQ to compete in the high-growth employee benefits market, providing a scalable and flexible solution for brokers, employers, and employees alike.