Pandora Jewelry – Global B2B Architect

  • Engineering leader for Pandora’s $5~ billion B2B marketplace.
  • Directly responsible for B2B ecommerce, crm & support teams.
  • People manager for 30+ FTEs and consultants.
  • Ran UI/UX and requirement gathering meetings for B2B.
  • Salesforce Commerce Cloud trained.

Global B2B Architect

Global Commerce, Global Workforce

As the largest jewelry company in the world, Pandora is always open for business somewhere. Spread across EMEA, APAC, and AMER, my teams kept the revenue powerhouse online.

Enterprise Architecture

Being a global team complicates collaboration. (MSFT Surface session)

Automated QA with Pipeline Deployments

Multiple Projects, 30+ Teammates

Global IT’s area of responsibility covered any new enterprise application development and end-user support until handoff. Roughly half of this department was my daily responsibility.

B2B Portal
Pandora’s primary revenue generating engine supported customers across thirty one (31) countries and specialized customizations for six (6).

Dynamics 365 CRM
All customer data, consumer and b2b, is housed within customized Dynamics instances.

Tier 2 & 3 Support
Global IT oversaw all support beyond the first tier, which was handled by an outside vendor.

Proactive Cost Cutting

Initially set up before I joined the team, Pandora’s Azure costs were notably high compared to the actual system resources demanded. I worked with in-house and Microsoft Azure technical architects to auto-scale servers and databases based on process metrics and time of day, cutting OpEx by $80,000.

Digital Transformation Initiatives

Country-Specific Portals into One Common Platform

During my tenor at Pandora, I directly supported the company’s global from dozens of isolated regions into one global instance that supported local privacy laws.

Data Privacy & Protection

Localized Promotions

Complex Merchandising Business Logic

Leading the Agile Way of Working

Way of Working

The Application Development team within Global IT set the pathways for moving away from waterfall-style development toward Agile.

1 Regional advisors sent requests to PMs.
2 PMs ensured proper resource allocation.
3 Incremental changes released every 3 weeks.
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