From zero to launch. Five markets in three months.

Led the international portfolio covering cross-border shipping and non-domestic markets, owning product, carrier strategy and the regional P&L end to end.

• Revenue leakage. Merchants were buying international shipping elsewhere, and the revenue went with them.
• No carrier network. There was no coherent carrier network for cross-border routes into the main destination markets.
• Margin left on the table. International shipping earns a high margin per shipment. None of it was being captured.

• Network design. Mapped what each destination market required against what carriers could actually do, picked a partner per lane on coverage, reliability and price, then negotiated the rates and service levels the product economics depended on.
• Product and GTM. Set the routing rules and service tiers with product and engineering, and aimed the launch at high-volume merchants already shipping cross-border.
• Sales and marketing. Wrote the positioning and the sales material, worked alongside product marketing and sales, and ran the merchant onboarding pipeline.

• Launched in 5 priority markets within 3 months, sequenced on merchant demand and carrier readiness.
• Established a multi-carrier model, which gave both routing flexibility and more negotiating leverage.
• Left behind a carrier network and routing framework that extends to new markets.