Andrew Margolis

management

Full Resume

management portfolio

2026

Head of Product
Problem:
The College Gymnastics Association (CGA) digital presence was fragmented, static, and under-leveraged - limiting athlete visibility, user engagement, and the organization’s ability to scale revenue, communication, and long-term growth initiatives.
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, while partnering with CGA stakeholders to establish a connected ecosystem across content, data, SEO strategy, communications, and monetization.
Outcome:
Successfully launched a modern, scalable digital platform, transitioning CGA from a static web presence to a product-driven ecosystem. Enabled new revenue pathways and engagement channels (fundraising campaigns, subscription growth), improved data integrity and content scalability, and established a foundation for ongoing feature expansion, audience growth, and long-term sustainability of the sport.

2025

Portfolio & Product Manager
Problem:
Burwood needed a framework and enablement strategy for a scalable assessment-advisory offering that could be sold consistently and delivered repeatably across clients.
What I Led:
Designed the end-to-end offering to turn an idea into an operational product including GTM strategy, assessment modules, delivery methodology, tools/templates, and enablement materials.
Outcome:
Launched a new advisory revenue stream with a structured delivery model built to scale and drive follow-on transformation work.
Program Manager & Platform Lead
Problem:
Course material sourcing needed a smarter way to incorporate subscription-based publisher options and systematically reduce cost.
What I Led:
Designed and implemented the product changes to ingest the new publisher model and automatically evaluate pricing to select the most cost-effective sourcing option at order generation time.
Outcome:
Improved margin and reduced costs by ~$4M per year through dynamic publisher selection and automated decisioning.

2024

Program Manager & Product Lead
Problem:
Invoicing was manual, unbranded, and slow, creating operational drag, consistent re-work from processing errors, and cach collection delays.
What I Led:
Redesigned the invoice experience and rebuilt the invoicing process end-to-end, implementing automation and a new product module that integrated AR/AP workflows into the operational platform.
Outcome:
Accelerated $50M in annual cashflow and reduced invoicing cycle time by ~60 days through full automation and improved operational controls.
Program Manager & Product Lead
Problem:
Follett needed a more flexible pricing and program model to win and retain institutional contracts across diverse university requirements.
What I Led:
Led the core engine redesign across systems (SIS/LMS, publishers, AR/AP), aligning stakeholders, development, and operations to support new pricing logic and scalable program setup.
Outcome:
Enabled contract flexibility that drove $80M in new annual revenue and supported longer-term, higher-value institutional agreements.

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.
Business Development Lead
Problem:
A founder-led outdoor adventure business needed to move from concept to a viable, scalable operation with clear positioning, pricing, and a professional digital presence capable of driving customer acquisition.
What I Led:
Partnered directly with the founder to productize the business end-to-end, including GTM strategy, pricing and competitive positioning, operational planning, and customer communication.
Outcome:
Successfully launched the business with a sustainable operating model and profit realization. Demonstrated a framework for taking ideas from concept to execution.

2022

Program & Product Portfolio Lead
Problem:
Leadership mandated a shift from custom tools to off-the-shelf platforms, creating tension between modernization goals and operational realities.
What I Led:
Evaluated replacement options and designed a pragmatic transition architecture using a modern UI layer over a hybrid Azure-Salesforce base to enable phased migration without disrupting delivery operations.
Outcome:
Produced a long-term migration strategy that balanced competing stakeholder goals, creating a feasible pathway from the custom ecosystem to standardized platforming.

2021

Product Portfolio Lead
Problem:
Internal teams were forced to use too many disconnected systems, increasing cost and reducing productivity and user satisfaction.
What I Led:
Created a consolidated internal portal concept that unified experiences across delivery, quoting, orders, content, lab systems, reporting, team visibility, and time/finance tooling.
Outcome:
Delivered a platform strategy and prototype direction that reduced ecosystem complexity and created a blueprint for consolidation and UX modernization.

2020

Program & Product Portfolio Lead
Problem:
Time and hours capture needed to be operationally simple, tightly integrated, and funding-supported to sustain enterprise-wide adoption.
What I Led:
Built and launched a new integrated time/hours experience within the delivery platform, owning roadmap, funding procurement (OPEX/CAPEX), backlog, and release delivery with shared engineering resources.
Outcome:
Delivered an integrated time-management layer that improved usability and enabled downstream financial and reporting workflows tied to delivery execution.

2019

Program & Operations Lead
Problem:
UL needed to comply with updated revenue recognition standards by moving from end-of-project recognition to recognition throughout 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 compliant, scalable revenue recognition mechanics while reducing operational churn and creating the foundation for a new integrated time/hours product.

2018

Product Manager
Problem:
UL’s enterprise delivery system needed to support multiple, global business models while remaining stable, governed, and usable across thousands of users.
What I Led:
Owned roadmap, backlog, releases, training, and executive communications while traveling globally to gather requirements and drive improvements across regions and business divisions.
Outcome:
Scaled and stabilized UL’s core operational platform across 8,000+ internal users and 6 business verticals, enabling consistent delivery governance worldwide.

2017

Product Manager
Problem:
UL's core lab & testing tool was difficult to use and poorly adopted, limiting productivity and driving negative internal sentiment.
What I Led:
Designed and delivered a modern web interface layered on top of the existing platform, leading product direction, UX, training, stakeholder alignment, and delivery in partnership with the LIMS platform org.
Outcome:
Moved the product from lowest-rated to highest-rated internal tool within two years and established credibility that led to ownership of UL’s enterprise delivery platform.

Andrew Margolis

management

Full Resume

management portfolio

2026

Head of Product

Problem:

The College Gymnastics Association (CGA) digital presence was fragmented, static, and under-leveraged - limiting athlete visibility, user engagement, and the organization’s ability to scale revenue, communication, and long-term growth initiatives.

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, while partnering with CGA stakeholders to establish a connected ecosystem across content, data, SEO strategy, communications, and monetization.

Outcome:

2025

Portfolio & Product Manager

Problem:

Burwood needed a framework and enablement strategy for a scalable assessment-advisory offering that could be sold consistently and delivered repeatably across clients.

What I Led:

Designed the end-to-end offering to turn an idea into an operational product including GTM strategy, assessment modules, delivery methodology, tools/templates, and enablement materials.

Outcome:

Launched a new advisory revenue stream with a structured delivery model built to scale and drive follow-on transformation work.

Program Manager & Platform Lead

Problem:

Course material sourcing needed a smarter way to incorporate subscription-based publisher options and systematically reduce cost.

What I Led:

Designed and implemented the product changes to ingest the new publisher model and automatically evaluate pricing to select the most cost-effective sourcing option at order generation time.

Outcome:

Improved margin and reduced costs by ~$4M per year through dynamic publisher selection and automated decisioning.

2024

Program Manager & Product Lead

Problem:

Invoicing was manual, unbranded, and slow, creating operational drag, consistent re-work from processing errors, and cach collection delays.

What I Led:

Redesigned the invoice experience and rebuilt the invoicing process end-to-end, implementing automation and a new product module that integrated AR/AP workflows into the operational platform.

Outcome:

Accelerated $50M in annual cashflow and reduced invoicing cycle time by ~60 days through full automation and improved operational controls.

Program Manager & Product Lead

Problem:

Follett needed a more flexible pricing and program model to win and retain institutional contracts across diverse university requirements.

What I Led:

Led the core engine redesign across systems (SIS/LMS, publishers, AR/AP), aligning stakeholders, development, and operations to support new pricing logic and scalable program setup.

Outcome:

Enabled contract flexibility that drove $80M in new annual revenue and supported longer-term, higher-value institutional agreements.

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.

Business Development Lead

Problem:

A founder-led outdoor adventure business needed to move from concept to a viable, scalable operation with clear positioning, pricing, and a professional digital presence capable of driving customer acquisition.

What I Led:

Partnered directly with the founder to productize the business end-to-end, including GTM strategy, pricing and competitive positioning, operational planning, and customer communication.

Outcome:

Successfully launched the business with a sustainable operating model and profit realization. Demonstrated a framework for taking ideas from concept to execution.

2022

Program & Product Portfolio Lead

Problem:

Leadership mandated a shift from custom tools to off-the-shelf platforms, creating tension between modernization goals and operational realities.

What I Led:

Evaluated replacement options and designed a pragmatic transition architecture using a modern UI layer over a hybrid Azure-Salesforce base to enable phased migration without disrupting delivery operations.

Outcome:

Produced a long-term migration strategy that balanced competing stakeholder goals, creating a feasible pathway from the custom ecosystem to standardized platforming.

2021

Product Portfolio Lead

Problem:

Internal teams were forced to use too many disconnected systems, increasing cost and reducing productivity and user satisfaction.

What I Led:

Created a consolidated internal portal concept that unified experiences across delivery, quoting, orders, content, lab systems, reporting, team visibility, and time/finance tooling.

Outcome:

Delivered a platform strategy and prototype direction that reduced ecosystem complexity and created a blueprint for consolidation and UX modernization.

2020

Program & Product Portfolio Lead

Problem:

Time and hours capture needed to be operationally simple, tightly integrated, and funding-supported to sustain enterprise-wide adoption.

What I Led:

Built and launched a new integrated time/hours experience within the delivery platform, owning roadmap, funding procurement (OPEX/CAPEX), backlog, and release delivery with shared engineering resources.

Outcome:

Delivered an integrated time-management layer that improved usability and enabled downstream financial and reporting workflows tied to delivery execution.