Translate a membership into useful actions
I joined Prime Worldwide Engagement after the 2022 US annual price increase. The product challenge was to help members discover and use enough of the membership to see its value.
Members arrived through different benefits. A video-first member and a shopping-first member did not begin with the same understanding of Prime. The next recommendation needed to reflect that context.
I led lifecycle evaluation across acquisition mix, plan type, geography, and benefit-activation depth. That work helped separate changes in the audience from product opportunities we could act on.
Give country teams a common platform
I led product development of a shared platform that brought member preferences and retail product information together. It supported recommendations across video, music, and shopping on Amazon and off-Amazon surfaces.
Targeting could change by ingress point, lifecycle stage, benefit use, and market context. A configurable incentive layer let country teams adapt customer experiences through common capabilities.
Local teams owned their commercial outcomes. The central team supplied dedicated development capacity and translated country needs into reusable platform capabilities. That distinction kept local judgment close to customers while reducing bespoke engineering.
Build the team and the operating model
I grew the PM team from one to five Senior PMTs. I led product direction and investment priorities for a 130+ person cross-functional organization spanning product, engineering, design, data science, and analytics.
The engineering, design, and data-science reporting lines were separate. Product direction depended on shared priorities and clear requirements across those functions.
We built self-service targeting and experimentation for PMs in 26 countries. Localized customer experience build time fell from roughly four weeks to four hours. Country teams could adapt a customer experience without waiting for a separate engineering build each time.
Connect engagement to the lifecycle
I established 30/60/90-day activation, retention, shopping, and customer lifetime value measures. Benefit activity mattered because of its relationship to the membership, so impressions alone could not decide whether a customer experience was useful.
The work connected benefit teams' objectives with the broader membership objective. That required explaining how engagement with Prime could support the video, music, and shopping experiences those teams already owned.
What changed
Lifecycle activation and personalization drove 23% higher renewals and 17% higher shopping activity. The work reached more than 30 million monthly benefit uses and more than one billion impressions.
The 200M+ paid-member figure describes the existing ecosystem the platform served. It is not membership growth I created. The renewal and shopping results belong to the broader lifecycle work, not a single recommendation or incentive.
The transferable lesson is to build the shared capabilities that make local judgment faster. The platform needed to support different member contexts without forcing each country to rebuild the same machinery.