Problem/Opportunity: Since 1996, Indigo had built its business selling books but saw headwinds from Amazon chipping away at in-person, physical store book sales for over a decade. To offset this decline in physical book sales, and to support its over 200 stores from coast-to-coast, Indigo embarked on a transformational journey to create a “cultural department store” – a general merchandise strategy with books at its core. As part of this transformation, digital was going to play a huge role in how Indigo engaged with its customer.

How I Helped: In my almost five years at Indigo, I held several progressive positions in the Online/Digital team, most recent being the Director of Mobile, where I led the launch of the first Indigo mobile app. Once launched, I went on to drive downloads, engagement, and revenue for that channel. Prior to that I led the Digital Business Analysis team, driving online enhancements in the web channel. I was also fortunate to work on some truly disruptive innovations along the way directly with Indigo’s CEO, Heather Reisman.

Business Outcome: The digital initiatives that my team and I worked on all drove new experiences for customers to help Indigo differentiate itself from Amazon.

References: How Indigo Plans to Become the World’s First “Cultural Department Store”