Career work · Bament · Operations
Running the business behind the storefront
Product, marketing and business operations at Bament, including the House 2106 engagement.
At House 2106, the work went beyond bringing people to the store. I led product and operations across a catalog of more than 10,000 products, connecting merchandising, inventory, fulfillment, customer experience and growth.
The judgment
A storefront is one part of the business.
The operating lesson is that growth decisions need to account for what the team can source, present, deliver and support.
Contribution
What I was responsible for.
My responsibilities across Bament’s engagements included P&L, budgets, vendors, customer research, commercialization and team execution. The House 2106 work combined those responsibilities with the day-to-day demands of ecommerce.
Retrospective reconstruction of the operating scope.
- MerchandisingWhat to carry and how to present it
- InventoryWhat the catalog can promise
- FulfillmentWhat the team can deliver
- Customer experienceWhat happens after the order
- GrowthWhat brings the next customer
Across all of it: P&L, budgets, vendors, customer research, commercialization and team execution.
Result
House 2106 reported 50% revenue growth across the engagement.
Jerry-confirmed historical result. The underlying period-level accounts are not reproduced here, and no single channel or intervention is claimed to have caused the full increase.
A separate engagement
Property operations, not ecommerce revenue.
At In The Loop, I managed marketing and operations across a roughly $30M, 15-property portfolio. That was a separate engagement, with its own operating responsibilities and reporting. These concurrent roles are shown separately so the scope and results are not conflated.
Career work completed in operating roles. Results are attributed to the named business and engagement. No private customer, tenant, vendor or property-level records are shown.
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