Digital Commerce for
Global Industrials
Redefined GE’s approach to B2B commerce, replacing monolithic SAP/Oracle processes with agile, modular tools — increasing speed-to-quote and accelerating revenue capture across industrial businesses.
Led a CMO/CIO-sponsored initiative to modernize digital commerce.
Spearheaded the evaluation and rollout of low-code and off-the-shelf tools to replace costly, inflexible ERP-based processes.
Enabled faster quote generation, streamlined product configuration, and unlocked scalable digital pathways for GE’s commercial teams across multiple business units.
The Challenge
GE’s sales infrastructure was hampered by outdated monolithic systems — highly customized Oracle and SAP configurations that were inflexible, expensive to maintain, and too slow for modern commerce. Sales reps faced long quote cycles, disconnected pricing logic, and product complexity that hurt conversion and slowed revenue.
The ask: redesign digital commerce workflows to be faster, customer-friendly, and easier to maintain — without increasing IT dependency or spending 8 figures on new ERP customization.
My Role
Executive-Sponsored Transformation
Handpicked for a cross-functional task force sponsored by GE’s global CIO and CMO. Tasked with reimagining the digital quote-to-cash process from first principles, focused on revenue enablement and operational simplification.Lean & Modular Strategy
Evaluated 50+ commercial tools and platforms, ultimately championing a low-code and COTS-first strategy. Prioritized modular tools over custom builds to enable rapid prototyping, testing, and business-led iteration.Proof of Concept Execution
Led delivery of MVP solutions for several GE units, including:A CPQ-lite tool for field teams to generate quotes in under 10 minutes
A self-service portal for distributor orders with intelligent part substitution
Internal configuration tools for complex product BOMs
Speed & Impact Metrics
Reduced quote times by over 50%, improved cross-selling enablement, and laid groundwork for a standardized data layer across sales systems. Internal NPS and sales feedback showed strong adoption and enthusiasm from commercial leaders.Organizational Enablement
Developed playbooks and governance models for scaling digital commerce tools across the enterprise. Ran training sessions and playbooks to transfer capability from central team to local product owners.
Outcome
The work redefined what “digital transformation” meant inside GE — showing that speed and modularity could outperform costly, years-long ERP revamps. The approach was adopted across multiple GE businesses and became a blueprint for internal transformation, with executive visibility and long-term enterprise impact.
