In the laundry category, "soap is soap" is the industry’s favorite excuse for being boring. Having worked on giants like Tide, I saw a legacy category stuck in 1950, relying on bulky jugs and fake floral scents while consumers were craving something smarter. Our strategy team recognized that the product itself was a mechanical disruptor, but it lacked a soul. I led the development of a visual language and communication strategy designed to translate that physical innovation into a digital-first brand that people actually wanted to invite into their homes.

​

As a player-coach, I architected the bridge between product design and e-commerce. We ignored the traditional grocery aisle rules and built a social and digital infrastructure focused on transparency and high-value utility. By the time we launched the Amazon storefront, we weren't just another listing; we were the benchmark. The execution was so effective that Amazon adopted our work as their formal case study for best-in-class store design, earning 23% higher engagement than the rest of the category. We didn't just sell detergent; we proved that a legacy category only dies when the communication is as stale as the product.