The existing checkout ran as a webview hosted inside four native apps: Nike App, SNKRS, NTC, NRC. The handoff between native shell and webview was where the conversion died. Session state, payment instruments, shipping addresses, tax, login state all fell apart in the seams. Checkout success was running at roughly 50%.

Nobody owned commerce as a horizontal surface, so no single team had the authority to rebuild it. Leadership knew the number. No team had a plan they believed in. The leak was nine-figure scale and nobody had figured out how to fix it.

This was a Senior PM role with no positional authority over four app teams. Influence had to come through the data and the architecture.

Built the conversion diagnosis cleanly enough that the failure mode was undeniable across all four apps; the data did the work the org chart couldn't. Orchestrated the rebuild as a horizontal commerce capability rather than a feature of any single app, with a native tray pattern as the shared surface. The reframe gave each app team a way to keep ownership of their product while letting checkout become someone's actual job.

Negotiated app-by-app with each product lead, using quiet executive sponsorship as air cover when the conversation got stuck. Shipped the native tray architecture across all four apps.

Checkout success climbed from roughly 50% to over 90% across all four apps. The native tray architecture remained Nike's standard pattern for mobile commerce for years after launch.

The rebuild unlocked the downstream commerce work that followed: SNKRS drops, the House of Innovation NYC self-checkout, the WeChat retail platform in China. The visibility of the win led directly to the Greater China leadership role.