Running two retail POS programs for two retailers
Two separate point-of-sale programs: an Xstore implementation for a jewelry retailer, and Jumpmind legacy-system integrations for a specialty vitamin retailer, where a 15-person team delivered on time and within budget.
- 15
- On the Jumpmind delivery team
- ~$450K
- Xstore change-request revenue
- 2
- Separate retail programs
The situation
Two different retailers, two different point-of-sale programs, both needing to work with systems that were already in place.
The first was an Xstore implementation for a jewelry retailer. The second was Jumpmind POS integrations with legacy systems for a specialty vitamin retailer. Different clients, different products, different teams. They are related only in that both are retail POS work and both landed on my desk during the same stretch at Logic.
They share a page because the delivery problem is similar, not because they were one project.
What made it hard
Legacy integrations can turn a straightforward implementation into a network of dependencies. A change in one system can affect several others, and risks that stay hidden for too long can quickly become schedule or budget problems. That is true of both programs, and it is the reason the interesting part of this work is coordination rather than configuration.
The Xstore program: jewelry retailer
Carried the implementation from discovery through build. I led an enterprise POS implementation from discovery through build, coordinating cross-functional delivery, client governance, assumptions, risks, and change requests. Requirements moved while the work was in flight, which is normal; the job was keeping the plan and the client’s expectations moving together rather than separately.
Supported commercial change requests. Client change requests generated approximately $450K in additional revenue.
The Jumpmind program: specialty vitamin retailer
Managed a 15-person delivery team. As Project Manager, I managed a 15-person team delivering custom POS integrations with legacy systems, on time and within budget.
Kept integration risk visible. I kept delivery conversations focused on the dependencies and risks that could affect the implementation, helping the client and team address issues before they disrupted the wider plan.
Why it matters
Both programs are project management as hands-on coordination: keeping a sizable team aligned, making integration risk visible, and helping a client move through a complicated implementation with fewer surprises. Running two of them for two different retailers, with different systems and different stakeholders, is a fair test of whether that approach travels. It did.