Retention Infrastructure Overhaul

Context

Petite PWR was a subscription-based fitness and nutrition business with multiple programs, membership tiers, onboarding paths, and retention touchpoints. As the company grew, visibility into member retention, churn risk, and lifecycle performance became increasingly fragmented across systems and spreadsheets.

Problem

Leadership lacked a centralized view of member retention trends and customer lifecycle performance. Retention data was spread across multiple sources, making it difficult to identify at-risk members, measure retention efforts, and make informed decisions about customer experience improvements.

What I Owned

• Retention reporting infrastructure

• Member lifecycle tracking

• Retention dashboards and documentation

• Cross-functional coordination between leadership, coaching, and operations teams

• Process design for retention visibility and follow-up

What I Did

• Built and maintained a centralized retention tracking system to monitor member movement throughout the customer lifecycle.

• Created retention reporting documentation and standardized retention metrics.

• Developed processes for identifying churn risks, non-onboarded members, and retention opportunities.

• Organized retention-related workflows and communication touchpoints.

• Improved visibility into member status, onboarding progress, engagement, and cancellation trends.

• Established a more structured framework for ongoing retention analysis and decision-making.

Outcome

• Created a single source of truth for retention reporting.

• Increased visibility into member lifecycle performance.

• Improved leadership's ability to identify retention opportunities and customer experience gaps.

• Provided data-driven insights to support customer success and business growth initiatives.

Revenue Protection Workflow Redesign

Context

As membership volume increased, cancellation requests, refund inquiries, payment disputes, and policy exceptions required a more consistent and scalable process.

Problem

The company lacked standardized workflows for handling cancellations, refunds, payment disputes, and member agreements. Inconsistent handling increased administrative burden, created customer confusion, and exposed the business to revenue loss and compliance risks.

What I Owned

• Cancellation workflows

• Refund and dispute handling processes

• Customer policy implementation

• Member agreements and terms management

• Cross-functional process coordination

What I Did

• Redesigned cancellation and offboarding workflows to create a more consistent customer experience.

• Implemented clearer policies and documentation surrounding refunds, cancellations, and membership agreements.

• Built standardized internal processes for handling customer requests and escalations.

• Coordinated updates across contracts, terms pages, payment plans, and operational procedures.

• Improved communication templates and workflow documentation for both customers and internal teams.

• Established repeatable processes for managing revenue-risk situations.

Outcome

• Reduced ambiguity in customer-facing policies.

• Improved consistency across cancellation and refund requests.

• Protected recurring revenue through stronger process controls.

• Reduced manual decision-making by creating standardized workflows and documentation.

Legacy Program Sunset & Website Migration Initiative

Context

The company needed to phase out legacy programs and transition members into a new operating structure while maintaining a positive customer experience and minimizing disruption.

Problem

Sunsetting established programs required careful coordination across customer communications, access management, onboarding, and operational systems. Poor execution could lead to member confusion, increased cancellations, and customer dissatisfaction.

What I Owned

• Program sunset planning

• Member migration coordination

• Customer communication strategy

• Operational implementation

• Cross-functional project management

What I Did

• Developed and coordinated the operational plan for transitioning members from legacy programs into updated offerings.

• Managed communication timelines and customer-facing messaging throughout the transition.

• Coordinated updates across systems, automations, access permissions, and onboarding processes.

• Worked closely with leadership and support teams to ensure a smooth member experience.

• Built processes to monitor member movement and address issues during the migration period.

• Created supporting documentation and workflows to ensure consistency across teams.

Outcome

• Successfully transitioned members through a significant business change with minimal disruption.

• Maintained continuity of customer experience during the migration process.

• Improved operational efficiency by reducing reliance on legacy program structures.

• Supported long-term scalability through consolidation of systems and member pathways.

Premium 2.0 Program Launch

Context

Petite PWR was preparing to relaunch its flagship membership experience with updated program delivery, onboarding, content organization, and operational processes.

Problem

The relaunch required coordination across multiple departments, systems, and customer touchpoints. Without strong operational leadership, launch delays, customer confusion, and implementation challenges could impact both revenue and member experience.

What I Owned

• Operational launch planning

• Project management

• Cross-functional coordination

• Systems implementation

• Customer onboarding workflows

What I Did

• Led operational planning and execution for the Premium 2.0 relaunch.

• Coordinated implementation across coaching, leadership, marketing, technology, and support teams.

• Managed project timelines, task ownership, and launch readiness activities.

• Oversaw onboarding workflows, customer communications, checkout processes, automations, and system integrations.

• Supported curriculum delivery, webinar operations, member access, and internal training.

• Identified and resolved operational risks throughout the project lifecycle.

Outcome

• Successfully launched the updated membership experience on schedule.

• Improved onboarding consistency and member experience.

• Increased operational alignment across departments.

• Established scalable processes to support future program growth and enhancements.