10x
Online Sales Uplift
Boehringer Ingelheim: 1st B2B Adobe Cloud Commerce
Boehringer Ingelheim had five markets, country-specific business rules, and a commerce model that didn’t scale. I led the product and program work to define one global reference storefront, decide where local variation belonged, and keep commerce stable through the shift from Oracle to SAP.
At-a-Glance
Global Cloud Commerce
I led product and program delivery for a high-risk global commerce transformation across 5 countries, anchored in the U.S. and France. The work had to align storefront logic, loyalty, ERP migration, and multi-vendor delivery without letting local complexity or cutover risk derail it.
15%+
Order Throughput
5
Countries
30%
U.S. Online Sales Uplift
Problem Statement
Five Markets, 7 Messes
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The core problem was simple: every market had its own commerce model, and none of it scaled. Multi-million-dollar accounts were still ordering by phone, customers were dealing with awkward eligibility rules and fragmented support, and the business was trying to modernize commerce while moving from Oracle to SAP. Boehringer didn’t need another country patch. It needed one global model that could flex locally without losing control.
Client
Boehringer Ingelheim
Industry
Animal Health • B2B Commerce • Pharmaceuticals
Timeline
Sep 2020 - Mar 2023
Tools Used
Adobe Commerce
Oracle
SAP
Mulesoft
Avalara
Yotpo
“
“Multi-million dollar accounts were still ordering over the phone; it was a scalability and an operations problem.”
Max Booker
Director, Digital Channel Excellence, Boehringer Ingelheim
My Role
Senior Product & Program Manager
I ran the product and program spine of the transformation. I defined the global storefront, set the rules for local variation, managed Oracle-to-SAP coexistence, and kept backlog, vendors, and cutover from drifting while the business kept running.
Global TransformationProduct LeadershipProgram LeadershipCommerce Strategy
8
System Integrations
$30M
Program Budget
10+
Team Size
1st
B2B Adobe CC Stack
I Made Global Work Without Losing Local Control
Launching Adobe Commerce wasn’t the hard part. The hard part was drawing the line between global and local, then stopping 5 markets from turning one platform into five different versions of the truth. If the business units weren’t run as one product and one program, the platform would drown in exceptions.
I defined the global storefront, set the rules for local variation, and managed Oracle-SAP coexistence during migration. Then I locked down scope, protected the backlog, and stopped country pressure and vendor drift from wrecking the roadmap.
1
Defined the global reference storefront that anchored 5 countries while highlighting the U.S. and France.
2
Set the rules for local variation so markets could adapt without breaking the global model.
3
Managed Oracle-to-SAP migration while protecting cutover sequencing and business continuity.
This is the kind of work I do best, unify global requirements without losing control of the program.
Solution
Classic Adobe With a Twist
Rebuilt a global commerce model that could handle regulated B2B ordering, loyalty, localization, and ERP transition without breaking.
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The Hard Part Was Coexistence
Boehringer wasn’t just modernizing a storefront. It was unifying five countries and moving from Oracle to SAP without disrupting day-to-day operations. Every roadmap decision carried business continuity risk.
The global reference model stopped the platform from getting buried under country exceptions. Once the core logic was locked, teams moved faster, local variation got cleaner, and the business finally had something it could scale.
1
Customers got cleaner ordering, better eligibility handling, and less fragmented support.
2
The business got one product model instead of 5 competing versions of commerce truth.
The platform worked because the governance worked, and the governance worked because someone owned the whole system, not just one market or one vendor stream.
Impact
Scale, Throughput, Stability
Fragmented B2B commerce became a scalable global system with more digital volume, fewer service escalations, and a platform that could absorb country complexity.
Sales
Throughput
Business Continuity
Sales
Throughput
Business Continuity
Sales
Throughput
Business Continuity
10x
Online Sales
15%
Order Throughput
12%
Less Escalations
30%
U.S. Online Sales
Before & After
BI moved from fragmented country-by-country commerce to a stronger global model.
Before
Fragmented + Fragile
- Every market had its own way of doing commerce.
- Large accounts were still ordering over the phone.
- Country customizations & ERP change created constant cutover risk.
After
Unified + Scalable
- One global reference storefront supported 5 countries.
- Online sales scaled 10x+ with stronger digital adoption.
- Throughput improved, escalations fell, and the platform stayed stable.
1
Define The Global Core
I defined the global storefront model so the program had one backbone instead of five competing patterns.
2
Control Local Variation
I set boundaries for what markets could localize, which kept flexibility without letting country requests fragment the platform.
3
Protect The Migration
I managed the coexistence between Oracle and SAP so the business could keep moving while the technical backbone changed underneath it.
Implementation
Delivery Phases
How I Kept The Program Under Control
This was a multi-year transformation with global stakeholders, local requirements, ERP migration, loyalty, vendors, and regulation all moving at once.
Phase 01
Diagnose
Brought in by Publicis to save the project and replace the current PM.
Phase 02
Define
Led global reference storefront, core logic, and rules for local variation.
Phase 03
Align
Aligned BI teams, country stakeholders, Adobe, and agency around one roadmap.
Phase 04
Migrate
Managed Oracle-to-SAP coexistence, sequencing, and cutover planning.
Phase 05
Expand
Rolled the model into markets with cleaner execution.
Phase 01
Diagnose
Brought in by Publicis to save the project and replace the current PM.
Phase 02
Define
Led global reference storefront, core logic, and rules for local variation.
Phase 03
Align
Aligned BI teams, country stakeholders, Adobe, and agency around one roadmap.
Phase 04
Migrate
Managed Oracle-to-SAP coexistence, sequencing, and cutover planning.
Phase 05
Expand
Rolled the model into markets with cleaner execution.
Phase 01
Diagnose
Brought in by Publicis to save the project and replace the current PM.
Phase 02
Define
Led global reference storefront, core logic, and rules for local variation.
Phase 03
Align
Aligned BI teams, country stakeholders, Adobe, and agency around one roadmap.
Phase 04
Migrate
Managed Oracle-to-SAP coexistence, sequencing, and cutover planning.
Phase 05
Expand
Rolled the model into markets with cleaner execution.
“
“Jim thinks several steps ahead, looks out for the client, and pushes the work to be better without making it heavier.”
Jared Miller
Client Partner, Corra/Publicis Sapient
Recognition
Press & Accolades
The strongest outside proof here is not hype, it is validation from Adobe and Corra that the platform delivered measurable digital growth, global flexibility, and a stronger operating model for animal health commerce.
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