J.P. Morgan Payments · Center of Excellence (COE) · cross-Product GTM infrastructure
Center of Excellence (COE)
Separate Product pillars and commercialization organizations needed a reusable way to package solutions, prepare the field, track adoption and pilots, activate priority opportunities, and return market evidence without creating another centralized handoff layer.
2023–2024 scaling mechanism · overlapping enterprise work
90-second case
- Problem
- Commerce capabilities moved through different Product and commercialization organizations, while clients and field teams needed a more unified route to solutions, readiness, adoption, and support.
- Mandate
- Build shared GTM mechanisms that could support immediate Ecommerce delivery and scale across Commerce while specialist teams retained their authority.
- Decision
- Make the COE a reusable operating infrastructure—standards, channels, tracking, shared artifacts, and feedback—not generic governance.
- What happened
- Smart Targeting, Core and Plus packages, pilot and revenue tracking, a Commerce Solutions Dashboard, Sales playbooks, Product Office Hours, shared collaboration channels, communications, and Voice of Customer formed a connected cross-Product system.
- Why it matters now
- It shows how functional leadership can scale through common mechanics while preserving Product and specialist ownership.
My role
How I contributed.
I helped build the shared GTM infrastructure connecting Product adoption, Commerce solution packages, Smart Targeting, pilot and revenue visibility, field enablement, communications, collaboration, and customer feedback across separately managed teams.
I owned the overall Smart Targeting mechanism and led its day-to-day execution through a direct report. Other Product, Commercialization, Product Marketing, Sales, Client Success, Voice of Customer, Business Management, and operating teams retained their specialist responsibilities.
Judgment under constraint
Decisions that shaped the work.
Decision
Scale the Product-to-market mechanics, not another approval layer.
- Why it was hard
- A COE can become a gatekeeper that adds process while leaving the actual Product, field, data, and learning seams unresolved.
- My judgment
- Standardize the reusable work—package logic, readiness inputs, target-client criteria, field channels, tracking, collaboration, and feedback—while Product and specialist teams retain their decisions.
- Consequence
- Separate organizations gained a more unified route for taking solutions to market and learning from use without collapsing into one central function.
Decision
Design for Commerce-wide reuse while delivering the immediate Ecommerce need.
- Why it was hard
- Over-generalizing early would slow delivery; solving only one pillar would recreate fragmentation across the portfolio.
- My judgment
- Use Ecommerce as the immediate proving ground while defining mechanisms—packages, Smart Targeting, playbooks, dashboards, office hours, and feedback—that could travel across Commerce.
- Consequence
- The model balanced near-term delivery with a repeatable cross-Product operating architecture.
Reusable commercialization mechanism
Smart Targeting made the scaling logic concrete.
The Smart Targeting playbook defined an operating route from Product selection and readiness through target-client criteria, Sales alignment, CRM data standards, field activation, pipeline visibility, operational feedback, and program-level retrospectives.
I owned the mechanism overall while a direct report led day-to-day execution. Its value here is not a claimed revenue result; it is proof that Product adoption and market feedback were designed as a repeatable cross-Product process.
Functional leadership
The model unified execution without pretending every function reported into it.
Product, Product Marketing, Commercialization, Sales, Client Success, Voice of Customer, Business Management, and operating partners contributed distinct authority and execution. The COE created connective tissue among them.
That boundary is central to the case: scalable leadership often means designing the shared mechanisms, delegation, and decision seams that allow specialist teams to act coherently.