Senior Product Leader · Available for select engagements
As a Product Leader, I operate at the intersection of users, engineering, and business strategy, aligning teams around what actually drives outcomes and removing the friction that slows delivery.
Across Fortune 500 environments, I've led platform modernization, UX transformation, and cross-functional product strategy at scale — turning fragmented systems into measurable performance.
My approach is simple: understand the real constraint, align the system, and deliver work that holds up in production.
My Approach
Every engagement starts the same way: not with a solution, but with real understanding. This framework is how I've driven results at every company I've worked with. It's what I'll bring to yours.
I listen to people: engineers, customers, stakeholders. Before I recommend anything. No assumptions.
I form clear hypotheses, lay out options with tradeoffs, and consider all paths before deciding on the best course of action.
I build the structures, processes, and quality standards your team needs, and test until we know what works.
I define what "better" looks like before we start and measure it when we get there. You get a clear before-and-after story.
My Work
Three real engagements. One framework. Every one a success.
Bare Necessities · DTC E-Commerce
A customer service crisis turned into a lasting cross-functional partnership and a dramatic lift in acquisition revenue.
I started by listening to the customer service team and discovered they were dealing with angry calls every day. Customers were frustrated about promotions not applying the way they expected. Sitting with CS made it clear this wasn't just noise or edge cases. It was a consistent breakdown in how offers were being understood on the site, and CS was absorbing the fallout.
The issue wasn't the offer itself, it was how it was being communicated. Customers were missing key exclusions at the moment of decision, which created confusion and frustration downstream. My hypothesis was that if we made exclusions impossible to miss on the page, we could eliminate the misunderstanding at the source and remove the need for CS to constantly intervene. All too often, CS was giving customers the discounts anyway, and this was costing the company money.
I immediately went to work redesigning the promotional banner in HTML and CSS so exclusions were clearly visible and could not be overlooked. I made sure the design team could also replicate this prominence in their creative assets. Once that was in place, I introduced a standing pre-sale review with the CS team. Before every major sales event, we looked at upcoming offers together so issues or confusion could be caught before they reached our customers.
The change was immediate. The angry calls stopped, and the company saved on all those discounts. We'd created trust with our new customers. In fact, the revenue from that acquisition offer grew from $1.4M to $7M in three months. What started as a little fix turned into an ongoing operating rhythm, and the pre-sale CS review became a permanent cross-functional relationship that continued long after. The CS team was so grateful they nominated me (and I was honored to receive) Employee of the Month.
Clinique · Estée Lauder · Global E-Commerce
Two teams who couldn't work together, a VP losing confidence, and a delivery model that needed a complete reset.
I started by listening to both brand and engineering to understand what was actually going wrong. Tech teams were stretched across 25 brands with competing needs, and brand teams had stopped believing anything would get delivered. The backlog had grown to 8 months, and requests just sat there with no clear path forward.
I understood that our brand partners, including the VP of Ecommerce, weren't in a place to hear how our team prioritizes projects based on data. My first job was to rebuild trust, and the only way to do that was through successful delivery. So I focused the strategy on showing consistent delivery first. Prioritization and data-driven decision making could only work once there was trust.
I started by working with the team to simply deliver the design changes the brand needed. Once our brand partners saw we could achieve delivery, trust began to build. So I introduced them to our 2-week sprints and brought them into the agile umbrella, explaining how we prioritize and how we like to work. They joined our working sessions, saw how decisions were made, and began participating in prioritization with the team.
Within six months, the partnership felt completely different. The backlog had dropped from 8 months to about 4–6 weeks, with just a 2-week turnaround for urgent items. My tech team felt accomplished, having delivered on strategic moves that could be measured. Our brand partners shifted from frustration to real collaboration. They even brought their own data into the conversation. I informally coached 8 fellow PMs on how to apply the same approach with their own brands, and the model spread successfully across Estée Lauder.
Williams-Sonoma · Enterprise Platform · $8B Revenue
A brand new team with a failed release on record, and no established process. I came in, listened, and turned them into a high-performing, self-sufficient team delivering tremendous value sprint after sprint.
As their PM, supporting my team meant diving in to understand their challenges. I discovered a talented team that had simply never been set up for success: there was no QA engineer on the team, their test environments were completely unstable, and no one had ever walked them through the release process. No wonder they'd had a rollback.
To shore up this team, I realized a relentless focus on quality had to come first. Nothing we did would matter if we didn't do it well. I knew this would slow the team down, but the rewards would be worth it. Later, we could speed things back up. So together, we put everything on hold in the pursuit of quality.
Without a dedicated QA on the team, I jumped in to write the test cases, and together we established a system for peer review among the engineers. Then I worked with engineering leadership to help the team learn how to maintain and stabilize our test environments. I brought in the release team to explain the entire release process and how engineers should flag risks and dependencies. I made sure we met every release milestone. I partnered with our tech lead to build the team up. Our engineers saw I was rolling up my sleeves, not just directing and writing requirements. This made a huge difference and strengthened trust and collaboration within the team.
The team went from a failed release to shipping quality product every sprint. We delivered smart features that moved the needle, both for the business and for the customer. The team even won a Release Readiness Award for meeting release milestones. When I moved on, the team kept delivering quality work, never missing a beat. I had made them release-ready and engineering-team strong.
About
I'm Leah, a senior product leader with 10+ years of experience driving measurable outcomes across Fortune 500 companies and scaled digital platforms.
I operate across strategy and execution, from executive and cross-functional alignment with marketing and engineering to hands-on work with APIs, UX, and delivery. I stay close to implementation to surface risks early and keep delivery aligned to intent.
My enterprise experience spans Estée Lauder, where I worked first on the enterprise platform powering all brands across a $17B revenue ecosystem, and later as global product lead for Clinique across 38 B2C sites. I also worked at Williams-Sonoma across 500+ stores and 9 luxury brands supporting $8B in revenue impact.
I'm always open to conversations about product leadership and building better digital experiences at scale.
Connect on LinkedInContact
Whether you're looking for a product leader to join your team or a strategic partner for a specific challenge, I'd love to connect.