The business challenge
An enterprise lawn-and-garden portfolio combines sharply seasonal demand, SKU-level economics, inventory requirements, and complex product choices. The work needed to connect the commercial plan with the teams and agencies responsible for execution.
At the customer level, shoppers needed quick clarity on intended use, differences between products, application instructions, and practical questions. Dense or inconsistent detail pages could make those decisions harder. Catalog fragmentation, parentage issues, duplicate ASINs, and third-party retail activity added operational complexity.
Capital and team allocation
I owned SKU-level commercial planning, P&L considerations, advertising allocation, forecasting, inventory, seasonality, and cross-functional coordination. I led four direct resources and worked with internal stakeholders.
- Seasonal investment: allocated media around product-level performance, economic flexibility, demand patterns, and inventory availability.
- Execution model: connected creative resources, catalog work, agencies, and internal stakeholders to shared priorities.
- Catalog control: addressed third-party sellers, repaired parentages, resolved duplicates, and consolidated ASINs.
- Creative scale: the detailed 2026 performance case covered a 132-ASIN creative cohort; the broader portfolio work included roughly 135 PDPs supported with Premium A+.
The cross-functional strategy
1. Link forecasts, budgets, and product economics. Used SKU-level planning and seasonal demand to connect media investment with the supply and economics needed to support it.
2. Repair the catalog foundation. Consolidated fragmented listings, corrected product relationships, and addressed third-party retail activity to improve control and the customer experience.
3. Lead creative around the buying decision. Built benefit-led headlines, clear visual hierarchy, product differentiation, application steps, usage guidance, and answers to common objections. The objective was useful education, not decoration.
4. Keep desktop and mobile coherent. Used scannable modules and readable layouts to preserve product education across both shopping experiences.
5. Coordinate delivery at scale. Led the team and agency work so catalog, creative, advertising, forecasting, and stakeholder priorities supported the same seasonal commercial plan.
The creative program in practice
- Miracle-Gro: clearer potting-mix positioning, product distinctions, step-by-step education, and continuity from desktop to mobile.
- Scotts: benefit-led messaging, reassurance, practical usage information, and mobile-readable hierarchy for products including Natural Lawn Food.
- Ortho: product positioning and use context for mosquito control, alongside setup guidance, comparisons, and FAQs that addressed practical shopper questions.
Portfolio scale and observed outcomes
The reported management narrative describes portfolio revenue moving from approximately $200M in FY2025 to $250M in FY2026—approximately 25% growth. That portfolio-scale result is distinct from the smaller ASIN-level creative study below.
| Measure | Reported result |
|---|---|
| Portfolio revenue | ≈$200M → $250M |
| Approximate portfolio change | +25% |
| Direct resources led | 4 |
The 2026 creative review matched post-delivery months against the same calendar periods in 2025. Of the 132 ASINs in that review, 78 recorded positive year-over-year shipped-COGS movement. Those growing ASINs represented approximately $11.00M in positive movement and 65.2% growth among gainers.
| Brand | Positive shipped-COGS change | Growth among gainers |
|---|---|---|
| Scotts | $8.11M | +68.4% |
| Ortho | $1.56M | +59.1% |
| Miracle-Gro | $1.33M | +55.9% |
Shipped COGS, portfolio revenue, and creative-attributable incremental sales are different measures. The $11.00M sums positive ASIN changes; it is not a net result across all 132 ASINs or a claim that creative alone caused the increase.
Product-level performance detail
View the ten largest positive changes in the creative review
| Rank | Reported product label | Positive COGS change |
|---|---|---|
| 01 | STB Weed & Feed3 | +$1.34M |
| 02 | STB Weed & Feed5 | +$1.06M |
| 03 | STB Grass Seed S&S Mix | +$983K |
| 04 | STB Weed & Feed5 | +$696K |
| 05 | STB Rapid Grass S&S | +$546K |
| 06 | Orthene Fire Ant Killer1 | +$530K |
| 07 | MG Potting Mix | +$472K |
| 08 | MG Moisture Control Mix | +$402K |
| 09 | STB Grass Seed S&S Mix | +$334K |
| 10 | Scotts Rapid Grass Tall Fescue | +$319K |
What this demonstrates
Enterprise leadership means managing the operating system around the brand: capital allocation, forecasts, product economics, catalog control, customer education, specialist teams, and agency execution. The work combined strategic oversight with enough proximity to execution to identify friction and coordinate the response.