WebJaguar & QAD Digital Commerce

Each client arrived with a different catalog, pricing model, and back-office system. Launching them on time meant turning discovery into clear configuration and integration plans, then keeping the client, the implementation team, and engineering aligned until launch. The work continued through the acquisition of WebJaguar by QAD, when I became lead project manager.

More than 50 clients launched, nearly all of them on schedule, across two years and an acquisition.

• 50+

  client implementations

  Led from discovery through launch.

• 98%

  launched on time

  Across the implementations I led.

• 20+

  client customizations shipped directly

  Front-end work I learned to do myself.

• +25%

  daily use of an admin portal

  Directed a three-person team that raised daily active use of a Java admin portal.

I ran implementations as project manager, then lead project manager:

• Client onboardingLed discovery, configuration, and payment and quote workflows from kickoff to launch.
• Integration planningPlanned integrations with SAP, Oracle, and NetSuite, including inventory sync, order states, and error handling.
• Reporting requirementsDefined warehouse and inventory reporting requirements that engineering built.
• Hands-on customizationTaught myself HTML, CSS, and jQuery to ship more than 20 client-facing customizations directly.

A few habits kept launches predictable:

• Write the configuration downDiscovery ended in a written plan the client approved, so launch scope did not drift.
• Treat the ERP as the source of truthInventory and order data followed the client's back-office system, with explicit handling for sync errors.
• Ship small fixes directlyFront-end changes I could make myself did not wait in the engineering queue.
• Keep clients informed through the acquisitionCommunication and service continued steadily while the company became part of QAD.

• Plan the integration firstInventory sync and order states touch the client's back office, so they needed the earliest and most careful planning.
• Technical fluency speeds deliveryLearning enough front-end work to ship small changes removed a whole class of waiting.
• B2B buyers need familiar workflowsProcurement rules, customer-specific pricing, and quotes had to work the way buyers already worked.
• Continuity is a deliverableDuring an acquisition, steady communication matters as much as the next launch.