Jessie McRae

J.P. Morgan Payments · Enterprise Product-to-market system

From customer evidence and Product strategy to field execution, commercialization, and learning.

Across Payments, I worked on the system by which a complex portfolio moved from client and market evidence through Product architecture, solution packaging, pricing, field readiness, adoption, market activation, and the next decision.

Six connected cases · 2018–2024

90-second body of work

Problem
Clients experienced one Payments outcome while Product architecture, pricing, readiness, Sales workflow, commercialization, and learning crossed separately managed functions and tools.
Scope
Commerce Product & Commercial Strategy; GTM Digital Transformation; Client Product Success; a Center of Excellence (COE); GTM & Product Marketing Function; and the earlier Client Journey foundation.
Leadership choice
Design the connective mechanisms—shared value, decision gates, workflows, field systems, ownership seams, and feedback—while preserving specialist authority.
Evidence
The recovered source set supports Core and Plus packages, pricing and pilot logic, Smart Targeting, a 23–34 week Sales Journey, field research, lifecycle governance, three visionary demos, and a three-journey Experience system.
Time boundary
The first five cases substantially overlap in 2023–2024. Client Journey is the earlier 2018–2019 foundation; the collection does not present a false linear sequence.

One connected system

Six cases examine different control points in the same Product-to-market system.

The work overlaps rather than forming a neat chronology. Each case isolates a distinct executive problem while preserving the shared operating context.

  1. 01Sense

    Customer, field, market, portfolio, and operating evidence define the real problem.

  2. 02Decide

    Product architecture, value, economics, packages, pilots, and investment become one decision frame.

  3. 03Deploy

    Field workflow, readiness, targeting, Product Marketing, and commercialization carry the decision into use.

  4. 04Learn

    Adoption barriers, client response, operational feedback, and market signals return to Product and business decisions.

Six connected cases

Choose the control point: Product, workflow, operating model, scale, function, or Experience.

02

Independent case

GTM Digital Transformation

Dashboard research and the Sales Journey exposed a 23–34 week workflow fragmented across tools, information, approvals, handoffs, and more than a dozen functions.

Read the case
04

Independent case

Center of Excellence (COE)

A Commerce-wide Center of Excellence (COE) connected Product adoption, packaged solutions, Smart Targeting, pilot and revenue tracking, field channels, and Voice of Customer without absorbing specialist functions.

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05

Independent case

GTM & Product Marketing Function

Peer GTM and Product Marketing leadership clarified lifecycle ownership, shared artifacts, launch readiness, field enablement, and external activation; ShopTalk became a visible proof point.

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Cross-story leadership decisions

The same choices recurred at different seams.

Decision

Use customer and field evidence to reveal the system—not only to improve an artifact.

Why it was hard
The visible issue often appeared inside one journey, launch, or customer request while its causes crossed Product, process, data, commercial, and organizational boundaries.
My judgment
Make the end-to-end path and the decisions at each seam legible, then preserve the authority of the specialist functions needed to act.
Consequence
Across the body of work, the intervention shifted from improving isolated touchpoints toward designing the system connecting customer evidence, Product strategy, commercialization, and learning.

Decision

Build shared mechanisms without pretending shared process creates shared authority.

Why it was hard
Enterprise work requires coordination, but another central layer can increase friction or inherit responsibility it cannot fulfill.
My judgment
Clarify the signal, decision, owner, contribution, escalation, and learning path while keeping Product and functional authority explicit.
Consequence
The work created stronger common frames and surfaced a durable leadership lesson: orchestration cannot substitute indefinitely for end-to-end accountability.

Across the assignments

Customer evidence, Product strategy, and market execution were one operating problem.

The work spanned Commerce solution architecture, pricing and monetization, pilots and readiness, Smart Targeting ownership, a 23–34 week commercial journey, a two-year CPS model, cross-Product GTM infrastructure, peer GTM/PMM function building, ShopTalk activation, and the earlier journey-to-Product foundation.

Leadership lesson

Shared process did not become durable end-to-end authority.

Shared mechanisms improved coordination, but durable end-to-end results still depended on authority, incentives, context, and decisions distributed across the enterprise.

DT4DI · Supporting leadership example

An enterprise innovation program led through another leader.

I held program accountability while a direct report led day-to-day execution, working within senior executive sponsorship and a Design Thinking for Digital Innovation context.

The program is a concise example of leadership through others: establish direction, create room for specialist execution, and remain answerable for the result.

Current perspective

Across six cases, the same connective problem kept reappearing.

Customer experience, Product value, market learning, deployment, and organizational learning had to remain connected even though no single function controlled the full system. That pattern now informs how I approach AI Product and business transformation.

AI Transformation Perspective All work