The sales app I was handed after the web version failed

The problem

The recommendation had been an app. The client chose a web version, and it replaced a tool store associates were already using and already knew. Store teams were openly unhappy with it, which in a retail operation is not a satisfaction problem: it is a selling problem.

I was moved onto it on the strength of the results on the customer app, with one month until the replacement had to launch.

What I found

I ran field discovery with store managers and sales reps to map how selling actually happens on the floor — which is rarely how the process document says it happens.

The work

One month is a scope decision, not a schedule. I decided what earned a place and what did not, and designed mobile-first around the three things the floor actually needed: clienteling, inventory lookup and assisted selling, integrated with the retail ERP and CRM.

The other half was not product. I set up enablement and feedback loops so the stores had somewhere to put their frustration other than the tool — a rollout that had already failed once does not get a second neutral reception for free.

What changed

Launched inside the month, the legacy web tool was phased out, and active associate adoption went from 60% to 92%.