Defined the framework that unlocked alignment. The page had three competing business priorities with no agreed stack ranking. I named that problem explicitly and proposed adopting Amazon's central Zone Framework—grouping like information and customer actions together to reduce context switching—combined with progressive disclosure to reduce visual clutter without removing content some customers would need. Framing the design problem as a prioritization problem gave business and tech leaders something concrete to align on before a single pixel moved.

Pushed back on upsell and cross-sell placement. Stakeholders wanted accessories and companion products prominently featured throughout the page. I argued that asking customers to consider the ecosystem before they'd committed to the base device was hurting conversion—if they don't buy the device, they can't buy anything else. I proposed consolidating cross-sell into a sec tion below product information and in a focused experience triggered after a customer adds to cart. A/B testing proved the hypothesis: removing upsell features from the top of the page improved base device sales.

Restructured the team to match the scope of the work. I transitioned my senior designer into a design lead role directing two additional mid-level designers, then established a working rhythm where design and product arrived at decisions in tandem rather than sequentially. That model kept work moving without creating handoff bottlenecks and built design's credibility as a strategic partner rather than an execution function.

Built a bi-weekly alignment cadence that moved the org forward. Getting director-level buy-in was the biggest hurdle. I partnered with the product management leader to bring both a strategy document and design work to leadership on a bi-weekly cadence, breaking the design into themes for each session. Once we had director alignment, we moved to VP and business line executives—Alexa, Kindle, Fire TV, Ring—whose input further shaped the strategy. I then took the work to the SVP, where the goal was alignment on business priority ranking. The SVP shifted the conversation into an open dialogue early—I adapted, and we came out with alignment on priorities, actionable feedback on features, and a clear path forward.

Invented a new delivery model to ship on time. The volume of changes exceeded what our team could execute at the fidelity we were used to delivering. I worked with product and engineering leaders to establish a just-in-time design delivery process—sharing work in progress at whatever fidelity it was in so engineers could start building, with designers available to answer questions and resolve specifications in real time. I framed the entire project as experiment-based: we weren't trying to get every feature perfect before launch, we were getting the most important changes live for our Devices fall launch event and optimizing from there. That reframe gave the team permission to move—but it also papered over a problem that would catch up with us.