Case study 02 · Scale and implementation
Building the operating model while Amazon Fresh was still becoming one
An emerging physical retail business was scaling before every standard, resource, and process was mature. Live experience had to become reusable infrastructure.
01 · The environment
The business and its operating model were emerging together.
Amazon Fresh was developing a new physical retail concept while opening stores across multiple markets. Central designs entered live environments where operating requirements, technology, staffing, customer behavior, and field reality met for the first time.
My work sat between those layers: execute what existed, identify where it failed, solve for the immediate operation, and translate what we learned into something future stores could use.
Local learning could not remain local knowledge.
02 · Illinois flagship launch
Readiness under conditions no playbook anticipated.
COVID halted the original travel and launch model. For the Illinois flagship, workforce onboarding still had to prepare more than 500 associates and 50 leaders while meeting public-health and operational constraints.
I redesigned Day 1 into a distributed, multi-station sales-floor operation with controlled movement, separated documentation and group assignments, safety supplies, training flow, and coordination across more than 20 corporate, technical, and site teams.
03 · Field learning into infrastructure
Test. Observe. Standardize. Share.
Run evolving workflows and technologies under live operating conditions.
Separate local noise from recurring implementation and adoption problems.
Translate proven practices into SOPs, launch methods, tools, and learning resources.
That work contributed 22 operational SOPs and 12 additional best practices to reusable launch infrastructure. It also informed the Central Launch playbook for future store openings.
04 · National learning implementation
Programs people could actually execute.
As a Field Learning Program Manager, I translated centralized learning designs into field delivery across a 57-store network.
- Implemented 4 nationwide programs spanning onboarding, role learning, and leadership development
- Built training plans, facilitator resources, communications, logistics, and visibility tools
- Managed workforce-readiness dependencies across 7 launches
- Standardized field assessment across a 5-manager learning network
- Used live-store feedback to refine broader deployment
05 · What changed
Experience became organizational memory.
Launches no longer depended only on the people who had personally encountered each problem. Field-tested practice became documented guidance, repeatable launch infrastructure, implementation tools, and learning resources that could move across markets.
The work also sharpened an important distinction: a record can show completion without proving capability. That insight led to a separate investigation of training integrity across KNet and Qualtrics.
At Amazon, the infrastructure was still being invented. At Lumity, I rebuilt infrastructure that had drifted away from the work. The domains changed. The underlying capability did not.