Andrew Margolis

management

management portfolio

2026

Corporate Strategy Lead and Head of Product
Problem:
The CGA’s digital presence was fragmented, static, and underutilized, limiting athlete visibility, user engagement, and the organization’s ability to scale revenue, communications, and long-term growth.
What I Led:
Led the end-to-end transformation of CGA’s digital ecosystem into a scalable, product-driven platform - owning strategy, roadmap, and hands-on execution of website re-design, while partnering with CGA stakeholders to establish a connected ecosystem across content, data, SEO strategy, communications, and monetization.
Outcome:
Launched a scalable digital platform and new website, enabling new revenue streams (donations, subscriptions), improving data integrity, and driving >900% increase in online exposure within weeks of launch.

2025

Corporate Strategy and Implementation Lead
Problem:
Burwood lacked a scalable, repeatable offering to assess client technology maturity, and AI readiness limiting the ability to expand advisory-led, AI transformation engagements.
What I Led:
Designed and launched a new advisory offering from 0-to-1, defining GTM strategy, AI readiness assessment frameworks, delivery model, pricing, and enablement tools to create a scalable, repeatable client solution.
Outcome:
Enabled ~$6M in new contract wins within the first month and established a scalable revenue stream that drove consistent pipeline generation and follow-on engagements.
Product Management Lead
Problem:
Follett's course material sourcing lacked a scalable way to incorporate emerging subscription-based publisher models, limiting cost optimization and reducing margin potential across the portfolio.
What I Led:
Led product strategy and execution to integrate a new subscription-based publisher model, building automated pricing logic to dynamically evaluate and select the most cost-effective sourcing option at scale.
Outcome:
Reduced annual costs by ~$4M while improving margins through automated, data-driven publisher selection and streamlined sourcing workflows.

2024

Corporate Strategy and Implementation Lead
Problem:
Follett’s invoicing process was manual, inconsistent, and error-prone, creating operational inefficiencies, delayed cash collection, and limited scalability across the business.
What I Led:
Led end-to-end transformation of the invoicing experience, redesigning workflows and launching a fully automated AR/AP product module integrated into the core platform to standardize and streamline billing operations.
Outcome:
Accelerated $50M in annual cash flow and reduced invoice cycle time by ~60 days, while improving data accuracy, operational efficiency, and scalability across the enterprise.
Corporate Strategy & Implementation Lead
Problem:
Follett’s existing pricing and program models lacked flexibility to meet diverse institutional needs, limiting contract competitiveness, scalability, and revenue growth opportunities.
What I Led:
Led end-to-end platform and pricing model transformation, redesigning the core product engine across systems to support flexible, cohort-based pricing and scalable program configurations.
Outcome:
Enabled $80M in new annual revenue by unlocking flexible contract structures new to the industry, improving win rates, & supporting high-value, long-term institutional partnerships.

2023

Founder and Principal
Problem:
My work across design, product, program, & business leadership spanned multiple industries and formats, but lacked a single, cohesive platform to represent capabilities, outcomes, and scalable engagement models.
What I Led:
Designed and built Andrew Margolis, LLC as a unified operating entity, defining services, engagement models, and brand positioning. End-to-end creation to support consulting, contracting, and future growth.
Outcome:
Launched a scalable and active professional platform that functions simultaneously as a portfolio, service offering, and business foundation.
Corporate Strategy and Implementation Lead
Problem:
A founder-led outdoor adventure concept lacked a defined business model, go-to-market strategy, and ops structure to transition from idea to a viable, revenue-generating business.
What I Led:
Partnered with the founder to design and launch the business end-to-end, defining GTM strategy, pricing, competitive positioning, operating model, and digital presence to enable customer acquisition and scalable operations.
Outcome:
Successfully launched the business with a sustainable operating model and year-one profit realization. Demonstrated a repeatable 0-to-1 framework for taking ideas from concept to execution, and growth.

2022

Corporate Strategy and Implementation Lead
Problem:
Leadership mandated a shift from custom-built systems and tools to off-the-shelf platforms, creating to reduce cost and complexity, but existing operations depended on deeply embedded tools. This created significant risk of disruption, stakeholder misalignment, and unclear migration feasibility across a large, interconnected product ecosystem.
What I Led:
Led the evaluation of platform replacement options and designed a phased migration strategy, introducing a hybrid architecture with a modern UI layer bridging legacy systems and future Salesforce adoption. Aligned executives, product, and engineering on a pragmatic transition plan balancing cost, usability, and operational continuity.
Outcome:
Delivered a board-aligned modernization strategy and secured $13.5M in funding for a multi-year transformation, establishing a scalable path from fragmented custom tools to a standardized platform ecosystem while minimizing operational risk and preserving user experience during transition.

2021

Product Management Lead
Problem:
Internal teams were forced to use too many disconnected systems and tools, creating duplicate work, poor user experience, increasing operational support costs, and limiting scalability across a global organization
What I Led:
Designed a unified internal platform strategy and portal experience that consolidated workflows across key systems into a single interface. Defined UX architecture, product vision, and integration approach to connect delivery, quoting, content, lab systems, and financial tooling into a cohesive, singular experience.
Outcome:
Delivered a scalable platform blueprint and prototype for direction to reduce system complexity, improve user experience, and establish a clear path to consolidate ~40% of internal tools into a unified, modernized product ecosystem.

2020

Product Management Lead
Problem:
Time tracking was poorly adopted, fragmented, and treated as administrative overhead, resulting in poor data quality and limiting its ability to support financial processes, reporting, and operational decision-making.
What I Led:
Designed and launched an integrated time and hours product embedded within the core delivery platform, owning roadmap, funding securement, and execution. Re-positioned time capture as a critical data layer for revenue and operational workflows.
Outcome:
Delivered a highly adopted time management platform that improved data accuracy, user satisfaction, and enabled downstream reporting for data-driven revenue operations.

2019

Corporate Strategy and Implementation Lead
Problem:
UL needed to meet updated global financial compliance standards by moving from end-of-project revenue recognition to revenue recognition throughout project delivery.
What I Led:
Designed and influenced adoption of a hybrid milestone + hours approach, integrating time capture into the delivery platform so financial triggers aligned with real delivery progress.
Outcome:
Enabled ~$2B in compliant annual revenue recognition, improving financial accuracy, audit readiness, and enabling scalable, real-time revenue capture across global operations.

2018

Product Management Lead
Problem:
UL’s core delivery platform was struggling to support multiple global business models while maintaining stability, governance, and usability across thousands of users and diverse operational workflows.
What I Led:
Owned end-to-end product management including roadmap, backlog, releases, and global stakeholder engagement. Traveled internationally to gather requirements, align business units, and drive platform enhancements across regions.
Outcome:
Scaled and stabilized UL’s core operational platform across 8,000+ internal users and 6 business verticals, enabling consistent global delivery, improved governance, and a new foundation for future product and process innovation.

2017

Product Management Lead
Problem:
UL’s core lab testing platform was difficult to use and poorly adopted, limiting productivity and driving negative internal sentiment across critical operational teams.
What I Led:
Led product turnaround by designing and delivering a modern web-based UX layer atop the legacy platform, driving product direction, stakeholder alignment, training, and adoption in partnership with the LIMS organization.
Outcome:
Transformed the platform from the lowest-rated to highest-rated internal tool within one year, significantly improving adoption, user satisfaction, and delivery speed.

Andrew Margolis

management

management portfolio

2026

Corporate Strategy Lead and Head of Product

Problem:

The CGA’s digital presence was fragmented, static, and underutilized, limiting athlete visibility, user engagement, and the organization’s ability to scale revenue, communications, and long-term growth.

What I Led:

Outcome:

Launched a scalable digital platform and new website, enabling new revenue streams (donations, subscriptions), improving data integrity, and driving >900% increase in online exposure within weeks of launch.

2025

Corporate Strategy and Implementation Lead

Problem:

Burwood lacked a scalable, repeatable offering to assess client technology maturity, and AI readiness limiting the ability to expand advisory-led, AI transformation engagements.

What I Led:

Designed and launched a new advisory offering from 0-to-1, defining GTM strategy, AI readiness assessment frameworks, delivery model, pricing, and enablement tools to create a scalable, repeatable client solution.

Outcome:

Enabled ~$6M in new contract wins within the first month and established a scalable revenue stream that drove consistent pipeline generation and follow-on engagements.

Product Management Lead

Problem:

Follett's course material sourcing lacked a scalable way to incorporate emerging subscription-based publisher models, limiting cost optimization and reducing margin potential across the portfolio.

What I Led:

Led product strategy and execution to integrate a new subscription-based publisher model, building automated pricing logic to dynamically evaluate and select the most cost-effective sourcing option at scale.

Outcome:

Reduced annual costs by ~$4M while improving margins through automated, data-driven publisher selection and streamlined sourcing workflows.

2024

Corporate Strategy and Implementation Lead

Problem:

Follett’s invoicing process was manual, inconsistent, and error-prone, creating operational inefficiencies, delayed cash collection, and limited scalability across the business.

What I Led:

Led end-to-end transformation of the invoicing experience, redesigning workflows and launching a fully automated AR/AP product module integrated into the core platform to standardize and streamline billing operations.

Outcome:

Accelerated $50M in annual cash flow and reduced invoice cycle time by ~60 days, while improving data accuracy, operational efficiency, and scalability across the enterprise.

Corporate Strategy & Implementation Lead

Problem:

Follett’s existing pricing and program models lacked flexibility to meet diverse institutional needs, limiting contract competitiveness, scalability, and revenue growth opportunities.

What I Led:

Led end-to-end platform and pricing model transformation, redesigning the core product engine across systems to support flexible, cohort-based pricing and scalable program configurations.

Outcome:

Enabled $80M in new annual revenue by unlocking flexible contract structures new to the industry, improving win rates, & supporting high-value, long-term institutional partnerships.

2023

Founder and Principal

Problem:

My work across design, product, program, & business leadership spanned multiple industries and formats, but lacked a single, cohesive platform to represent capabilities, outcomes, and scalable engagement models.

What I Led:

Designed and built Andrew Margolis, LLC as a unified operating entity, defining services, engagement models, and brand positioning. End-to-end creation to support consulting, contracting, and future growth.

Outcome:

Launched a scalable and active professional platform that functions simultaneously as a portfolio, service offering, and business foundation.

Corporate Strategy and Implementation Lead

Problem:

A founder-led outdoor adventure concept lacked a defined business model, go-to-market strategy, and ops structure to transition from idea to a viable, revenue-generating business.

What I Led:

Partnered with the founder to design and launch the business end-to-end, defining GTM strategy, pricing, competitive positioning, operating model, and digital presence to enable customer acquisition and scalable operations.

Outcome:

Successfully launched the business with a sustainable operating model and year-one profit realization. Demonstrated a repeatable 0-to-1 framework for taking ideas from concept to execution, and growth.

2022

Corporate Strategy and Implementation Lead

Problem:

What I Led:

Outcome:

Delivered a board-aligned modernization strategy and secured $13.5M in funding for a multi-year transformation, establishing a scalable path from fragmented custom tools to a standardized platform ecosystem while minimizing operational risk and preserving user experience during transition.

2021

Product Management Lead

Problem:

Internal teams were forced to use too many disconnected systems and tools, creating duplicate work, poor user experience, increasing operational support costs, and limiting scalability across a global organization

What I Led:

Outcome:

Delivered a scalable platform blueprint and prototype for direction to reduce system complexity, improve user experience, and establish a clear path to consolidate ~40% of internal tools into a unified, modernized product ecosystem.

2020

Product Management Lead

Problem:

Time tracking was poorly adopted, fragmented, and treated as administrative overhead, resulting in poor data quality and limiting its ability to support financial processes, reporting, and operational decision-making.

What I Led:

Designed and launched an integrated time and hours product embedded within the core delivery platform, owning roadmap, funding securement, and execution. Re-positioned time capture as a critical data layer for revenue and operational workflows.

Outcome:

Delivered a highly adopted time management platform that improved data accuracy, user satisfaction, and enabled downstream reporting for data-driven revenue operations.

2019

Corporate Strategy and Implementation Lead

Problem:

UL needed to meet updated global financial compliance standards by moving from end-of-project revenue recognition to revenue recognition throughout project delivery.