$1B
Revenue Target Hit
Winning Awards and Making $1B With Modere
Modere wanted to break past $500M in revenue and hit $1B, but the existing stack was too brittle, too custom, and too dependent on engineers to scale. I helped push the platform to composable architecture and protected the system decisions that gave the business a cleaner path to scale across 10 markets, 7 languages, and a political environment actively working against the right outcome. The result earned a MACH Impact Award nomination.
43%
Conversion Uplift
10
Markets Supported
At-a-Glance
Commerce at Scale
Modere wasn't short on demand. It was short on scale. Leadership wanted to break past $500M and push toward $1B, but the existing stack was stopping the scale. Affiliate signup, checkout, promotions, mobile, and market expansion were all dragging, and company politics made it harder.
- Role
- Senior Product & Program Manager
- Client
- Modere
- Industry
- Health & Beauty • Affiliate Commerce
- Timeline
- Mar 2023 - Jun 2024
- Team/Stakeholders
- 25
- Budget/Scale
- $6M
- Systems/Technology
BigCommerce
Pimcore
Contentstack
Azure
Problem
Every market was building its own version of the product. Nothing was shared. The company was trying to hit $1B in revenue but the technology was holding it back, and the original agency wasn't going to deliver the right platform.
Mandate
Stop every team from building their own thing. Get all partners using one shared, scalable composable system.
What I Changed
I defined the single architecture stack, aligned the enterprise + 10 vendors around one shared delivery plan, eliminated one-off custom builds, and protected the architecture from scope creep.
Outcome
$1B revenue target reached. 43% conversion uplift. 35% faster site. 10 markets supported on one composable system. MACH Impact Award nomination.
Problem Statement
Platform Couldn't Scale
Modere's path to $1B wasn't a technology problem. It was a political one. Every market was building its own version of the product, the original agency wasn't going to fix it, and internal pressure was pushing the architecture toward another expensive compromise. I led the platform push toward a composable architecture and protected the system decisions that gave the business a cleaner path to scale across 10 markets and 7 languages.
The original agency wasn't going to deliver the right platform and Modere's CTO knew it. I drove the partner replacement before the build was too far gone to course-correct, then spent the next 16 months protecting the composable architecture from internal politics that would have turned it into another expensive half-measure.
The business was being constrained by its own infrastructure. Every new market created more custom work than leverage, and affiliate experiences all carried friction that didn't need to exist.
The affiliate and market complexity that made the old stack unsustainable.
“
Shan Sullivan
SVP, Technology, Modere
What I Owned
Senior Product & Program Manager
I sat at the center of product, program, and architecture. My job was to hold the composable vision through the politics and stop the platform from collapsing into another expensive half-measure.
- 1
Identified the Wrong Partner Early
The original agency wasn't going to deliver. I recognized that before the build was too far along to make changing course catastrophic. I helped bring in the right partner, and made the architecture real instead of theoretical.
- 2
Insisted on Composable
The easier path was a lift and shift. I pushed for composable: a thin commerce layer, Pimcore as the product brain, and clean separation between content, checkout, and business logic.
- 3
Pimcore as the Product Brain
Centralized product data, pricing, promotions, and inventory logic in Pimcore, rather than baking it into the commerce layer. It gave business teams control over 4,000+ SKUs and 26 global warehouses.
- 4
Aligned 10+ Vendors Around One Delivery Plan
BigCommerce, Pimcore, the delivery agency, and countless other tech partners were operating with misaligned priorities. I structured a shared delivery plan that kept all parties moving toward the same architecture.
- 5
Protected the Architecture From Political Pressure
Internal politics could have turned the $1B vision into dust. My job was to hold the line. I did, and that's why the platform could scale without collapsing.
Solution
Soothing Hostile Stakeholders
I shaped a composable, API-first commerce platform designed for scalability & less pain for affiliates & customers. What would YOU do if I weren't around?
MORE THAN A GANTT CHART
Any PM can make a PRD or a Gantt chart; I align teams around solutions and drive ROI for enterprises.
SELL WITHOUT SELLING
How do I deal with difficult stakeholders with conflicting priorities? Answer: much better than you, which is why you're here.
Impact
Growth, Conversion, and Scale
I led interconnected systems to commercial leverage, a better path to scale, a better affiliate experience, and a system built for growth.
$1B
Revenue Target ReachedAfter the prior platform had constrained scale.
43%
Conversion UpliftPost-launch conversion improvement across markets.
35%
Faster SiteSite performance improvement on the composable stack.
4wk
Mobile Launch Timeline10 markets + 7 languages launched through MobiLoud.
Problem
Every market was building its own version of the product. New market entry created more custom work than commercial leverage, and the business couldn't scale without the engineering team as a constant bottleneck.
01
Decision
I pushed for a composable architecture with a thin commerce layer and Pimcore as the product brain, rather than another brittle all-in-one rebuild.
Outcome
One shared system supported 10 markets and 7 languages without generating a new custom build each time, and the $1B revenue target was reached.
Problem
The original agency wasn't going to deliver the right platform, and internal politics were pulling the architecture toward another expensive compromise.
02
Decision
I identified the wrong partner early, helped bring in the right one, and held the composable vision through the political pressure that followed.
Outcome
The platform was built on the right foundation. The MACH Alliance nominated Modere's implementation as a serious real-world composable commerce build.
Problem
Promotions, product updates, affiliate experiences, and market changes all required engineering involvement, making the commercial operation slow and friction-heavy.
03
Decision
I kept business logic out of the commerce layer and put it in Pimcore, so business teams could manage commercial operations without engineering tickets.
Outcome
Business teams gained control over products and promotions without waiting on IT. Affiliate and customer commerce flows saw 43% conversion uplift and 35% site speed improvement.
“
Chris Beck
CTO, Modere
Recognition
Press & Accolades
The architecture earned an award nomination, outside validation from platform partners, and MACH recognition as a serious real-world composable commerce implementation.
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