Hub is a unified dashboard for professional designers, developers, and agencies managing WordPress sites and hosting for clients. One place to manage the full client portfolio: sites, domains, backups, security, and billing. I built it as a workflow product, not a feature collection. The launch generated $245M in revenue.
Then came 360,000 legacy customers to migrate. That is where the real work was: keeping quality intact while moving an enormous installed base from one system to another. No NPS decline. No support spike. No attrition. Every standard held through the transition.
A major cross-team initiative was moving forward without clear ownership. Progress looked real. Risk was compounding beneath the surface. I connected across teams, gathered evidence, and framed the problem in terms leadership could not set aside, customer exposure, product risk, cost of delay. I did not claim ownership. I made the risk explicit and let that force the alignment. Once visible, ownership snapped into place and the work stabilized before it reached customers. That moment formalized the role I was already playing. Senior Manager to Director, based on judgment, not advocacy.
The Hub speaks for itself and it's clear that your leadership has not only inspired the team to do their best work but to challenge the status quo. Process thinking — Jira, team critiques, weekly readouts and a culture of openness and transparency have led you to a place where your team implicitly trusts you and has clearly bridged gaps between the product and UX orgs.