At BRUNT Workwear, the lean team of operators had been running a high-performing DTC website with no dedicated website/digital product team. This was something that was "working" for BRUNT but needed more leadership and a go-forward structure. I was hired to build a team at BRUNT to drive more rapid and intentional growth in the BRUNT core digital DTC experience. I was tasked with auditing the current agency relationships, partnerships, current processes, and internal talent and proposing an organization structure that would help take the BRUNT digital experience to the next level.

I worked to assess both the current state of the internal and external teams as well as the processes being utilized to drive core outcomes across all those teams. I proposed changes to internal talent (releveling, internal role shifts, new roles/hires needed), external talent (scaling up agency support in certain areas and bringing other agency supported roles in-house over time), adjustments to pieces of our tech stack/Shopify app stack, and adjustments to key partnerships. I obtained buy in across the wider BRUNT organization by taking key considerations into account across core teams (growth, retention, CX, operations) to ensure that these core stakeholder groups would actualize the benefits of these changes.

My proposed adaptations to external talent and partnerships resulted in a cost savings on our operational P&L of $28k for 2024. I was able to cut an additional $48k in operational expenses by adjusting key tech stack application and software contracts.

Additionally, overhauling the current digital product operations processes (current agile/SCRUM processes, roadmap planning, prioritization) resulted in increased velocity of 22% more shipped work per sprint cycle, better collaboration across key digital functions (product management, UX, e-commerce operations, engineering, QA), continuity between brand and creative and UX, and increased clarity for internal stakeholders on the digital roadmap.