Digital Growth & Cloud Scaling.

The digital storefront sat on legacy infrastructure. Page performance lagged, conversion suffered, and the analytics on the customer journey were thin. Meanwhile, the cloud estate ran on long-tenured vendor commitments with limited right-sizing and migration discipline. Two problems, one program: grow the digital revenue line while reducing the cloud cost base.

I project-managed the My Love's Rewards (MLR) loyalty app modernization and the supporting cloud-estate work, partnering with Marketing, Merchandising, and Engineering leadership to align on the digital roadmap. I coordinated the app modernization and the supporting cloud migration sequencing, and partnered with Finance to track cloud cost recovery. I supported the bi-weekly program review and helped maintain the operating cadence that kept both rails moving without slipping into each other.

The digital and cloud work ran on parallel rails inside one program. On the digital rail, I partnered with the marketing and merchandising teams to define the customer-journey instrumentation we needed before app work began, and I coordinated the MLR app modernization wave-by-wave against the loyalty and customer-experience priorities each release would unlock. On the cloud rail, I coordinated the migration of supporting workloads off long-tenured commitments and onto a contract footprint that matched the actual operating pattern.

Governance held both rails to the same standard. A written risk register, weekly program checkpoints, and a steering review with executive sponsors kept the digital growth and the cloud savings honest about trade-offs instead of treating them as separate campaigns. Vendor coordination was explicit — the relationships that needed to change were scheduled into the program, the relationships that needed to hold were protected from drift. The result was a program with two distinct outcomes that did not compromise one another.

The My Love's Rewards (MLR) app modernization delivered a 26% increase in loyalty-program traffic and more than $1.5M in incremental digital revenue. The supporting cloud work delivered $4M in cost savings. The two outcomes came from the same discipline — sequence the work, govern it relentlessly, and treat the cost base and the revenue line as one program instead of two.