Cambridge University Press: Global B2B procurement platform rethinking

At Cambridge University Press, I was responsible for shaping a large, multi-product ecosystem used for distributing digital and physical educational content across global markets. The project operated in a highly complex environment — multiple departments, competing initiatives, legacy processes and stakeholders spanning procurement, warehouse operations, customer service, institutional sales, school platforms and US market expansion.

My engagement began as a Business Analyst, where I conducted discovery workshops across 7–10 different departments. I mapped disconnected viewpoints, uncovered hidden process conflicts and produced a strategic report outlining opportunities, risks and a unified product direction.

Thanks to strong domain understanding (e-commerce, order management, distribution systems), I was invited to take over the project as Product Owner.
I created the first product structure, designed initial flows and low-fidelity UX, and aligned all stakeholders around a single roadmap. I acted as the bridge between business expectations, architectural constraints and developer capabilities — ensuring clarity in a project with many moving parts.

When development began, I moved into a hybrid PO + PM role. I coordinated a cross-functional team (SM, developers, QA), aligned with enterprise architects to integrate the platform into Cambridge’s global system landscape, and maintained the backlog through careful prioritization, sequencing and dependency management.

My role combined product strategy, business analysis, UX architecture, multi-team orchestration and clear communication across a highly distributed, international organization. It’s a project that perfectly illustrates my T-shaped profile and ability to move seamlessly between discovery, design and delivery at enterprise scale.