I turn operational chaos into products that work.
I'm a builder who thrives on saying yes to ambiguous opportunities: launching new marketplaces, scaling into new regions, turning operational chaos into clarity.
I'm always open to expanding my skillset into new areas and industries. I'm energized by taking on complex challenges in new spaces, where I can bring a fresh perspective with the chance to professionally grow and learn.
I move fast, follow the data, test relentlessly, and believe the best products come from understanding how decisions ripple through real systems.
Problems I've solved
Marketing Allowance Program: coordinated a cross-functional platform launch across Legal, Finance, Merchandising, and Product/Dev that generated significant year-one contribution margin while retaining 97% of existing supplier revenue.
Overstock Site Replatform: end-to-end migration from a third-party platform to native. Eliminated recurring third-party fees and lifted Lighthouse performance up to 40 points across web and app.
WalkMe Digital Adoption: made the build-vs-buy call for a supplier digital-adoption layer instead of a costly in-house build. Drove 85% supplier engagement and a 60% drop in onboarding call time.
Operator first. Product manager always.
I started as an Account Manager managing 150+ suppliers and worked my way up through every layer of a business: operations, merchandising, product quality, partner platforms, and finally product. That isn't a gap in my background. It's the reason I can walk into a broken system and know exactly where to start.
Systems thinking at every level
I understand the customer, the supplier, the operations team, and the engineer simultaneously.
Proof over pedigree
No traditional degree → Principal Product Manager. The results built the credentials.
Scrappy by design
Some of my best work has happened in constrained environments where creativity was the only resource.
Have a problem that fits?
I'm open to senior/principal product roles and fractional or advisory work, especially where the stakes feel bigger than another conversion point.
Every project started with a broken system.
Here's how I figured it out and what it produced. I include one failure intentionally: knowing when to stop is as important as knowing when to ship.
Replatforming end-to-end experience from 3rd-party to native
Up to +40pt page performance · recurring platform fees eliminated
Recovering the cart-to-checkout funnel
17% → 24% click-through (above pre-migration baseline)
Turning scattered post-purchase complaints into a ranked roadmap
Three data sources, one ranked view: the discovery that fed the guest-checkout fix below
Share of post-purchase customer contacts by category, from feedback and CS call-driver data.
Removing forced sign-in from post-purchase
Friction removed for ~70% of orders · validated through a customer-experience audit and a privacy-constrained redesign
Yet order tracking still required sign-in. That's the gap this project closed.
Validating the "More Options" badge via A/B test
+75 bps conversion · validated a years-old assumption
When customers can't find it, they don't buy it
4.19% → 1.56% no-results rate · ~50 bps conversion lift
A digital-adoption layer to lower support costs
85% of users · 158K interactions · −60% support calls
More margin and marketing autonomy with a new promotional model
Significant year-one contribution margin · 97% of existing supplier revenue retained
Knowing when to stop: the PDP carousel that didn't work
Validated through data, not gut feel
Cross-border order routing by region
Meaningful annual outbound cost savings · 3-day faster domestic-leg transit on ~25% of orders
That's the highlight reel.
If one of these looks like the shape of a problem you're dealing with, I'd love to hear about it.
I don't start with a framework. I start with the problem.
The process below isn't a template I apply to every situation; it's a pattern I've developed across many years of building things that needed to actually work. The sequencing may shift depending on the scope, the stakes, and what's already known. What doesn't shift: understand why we're doing it before we talk about what.
Vision & alignment
Before anything is built, I align stakeholders on why we're building it: who the customer is, what they actually need, and what success looks like. Without this, teams row hard in different directions.
Quantify the problem
I use funnel data, session replays, heatmaps, and customer surveys to size the issue before proposing a solution. Guessing what's wrong is expensive. Measuring is cheap.
Prioritize ruthlessly
I score incoming requests against BRICE (Brand, Reach, Impact, Confidence, Effort) to turn competing priorities into a defensible stack rank. Stakeholder instincts get weighed, not just heard.
Discovery & requirements
Competitive analysis, UX audits, user testing, and customer journey mapping inform what we build. Requirements go through a structured intake process, forcing teams to think through the problem before lobbing it over the fence.
Ship in stages
MVT → MVP → MVP+1.0 → MVP+2.0. I push for the smallest shippable thing that tests the hypothesis, then iterate based on what actually happens. Every feature goes live with a measurement plan, or it doesn't go live.
Validate & communicate
Post-launch isn't a wrap-up. It's where I learn the most. I write launch notices that communicate outcomes to the whole org, including what didn't work. Teams that know what happened build better things next time.
Build to learn. Decide with data. Show the receipts.
I deconstruct the business problem, map the end-to-end journey, and validate before I build. When A/B testing isn't feasible, I lean on research, behavioral data, and a clear validation method instead of assumptions.
Feature intake form
A standard intake that makes requesters define the problem, customer impact, and benefit up front, so nothing gets "lobbed over the fence."
BRICE prioritization
A scoring model (Brand, Reach, Impact, Confidence over Effort) to rank incoming requests consistently when business cases are hard to quantify.
Issue triage
Blocker → High → Medium → Fast-follow → Defer. A shared ranking that turns a chaotic bug log into a clear go/no-go conversation.
Validation
Monitoring post-launch performance through A/B testing, user replays, and pre-established KPIs, so a launch is confirmed working, not just shipped.
Krystal Love
Principal Product Manager · West Jordan, Utah · hello@krystallove.net · LinkedIn
Summary
Principal Product Manager with 18+ years in e-commerce, including 5+ years of dedicated product management, turning operational complexity into scalable, customer-centered products. Proven track record across e-commerce platform migration, partner ecosystem tools, logistics optimization, and conversion rate improvement. Builds the machine that others inherit. Operates best in ambiguous environments where no playbook exists yet.
Experience
Principal Product Manager, Site Experience
Sept 2025 – June 2026Overstock.com (Bed Bath & Beyond)
- Own end-to-end site and mobile app experience of Overstock.com: $189M GMS in 2025 at 1.05% CVR, 20% of company total
- Defined front-end unification strategy for a scalable multi-brand platform via E2E feature gap analysis and shared component library
- Led PDP recommendation carousel rationalization, aligning OSTK and BBBY to an intent-driven model (1–3 carousels max)
- Drove Promo Badging launch: doubled GMS YoY during Memorial Day; +2.1% CVV lift and ~$30K TPMLD during President's Day
- Managed two direct reports overseeing Customer Service and Search product domains
Senior Product Manager, Site Experience
Oct 2024 – Sept 2025Overstock.com (Bed Bath & Beyond)
- Led end-to-end Shopify-to-native replatform: 40-point Lighthouse gain, $174K/month in third-party fees eliminated
- Reduced No Search Results rate from 4.19% to 1.56% via new search provider integration (~50 bps CVV lift)
- Improved Add-to-Cart flow via A/B test: 2% CVV lift, $340K annualized TPMLD
Senior Product Manager, International Expansion & Site Experience
Oct 2022 – Oct 2024Overstock.com (Bed Bath & Beyond)
- Owned product vision and end-to-end experience Overstock Canada site and rebrand to Bed Bath & Beyond Canada
- Launched a new Overstock mobile app to Canada market (iOS & Android)
- Drove Canada YoY conversion improvement of 130 bps through iterative site optimization
- Delivered $3M in logistics savings through cross-border routing improvements
Senior Director, Merchandising Operations
Mar 2020 – Sept 2022Overstock.com
- Championed 3rd-party digital adoption implementation: $800K annual dev savings, 1.3M user interactions, 60% drop in onboarding call time
- Primary business owner of native supplier platform: roadmap, vision, partner experience
- Led the cross-functional Marketing Allowance initiative: one of the company's largest margin-generating programs that year
- Managed a 30-person org (2 directors, 4 managers) supporting ~1.5K suppliers and ~1M order lines at 2020 peak
Director, Partner Experience
2018 – 2020Overstock.com
- Championed a native catalog improvement tool: 20 bps conversion increase across top suppliers in first 30 days
- Drove a Merchandising re-org through new processes, reporting, and a 3-year roadmap
- Defined Supplier Communication strategy and process which improved open rates ~20%
Senior Manager, Marketplace Operations
Sept 2016 – Mar 2018Overstock.com
- Built marketplace program to 10% of company revenue in first year; managed team of 6
- Enabled third-party channel integrations to expand brand reach
Operations Manager, Special Acquisitions
Jan 2013 – Sept 2016Overstock.com
- Led $3.5M, 1M-unit inventory acquisition: largest in company history
Manager, Product Quality Assurance · Team Lead · Account Manager
Jan 2008 – Jan 2013Overstock.com
- Oversaw 150+ supplier accounts in Jewelry and Watches; managed team of 6 across 400+ suppliers
Professional Development
McKinsey Management Program, McKinsey Academy (2020) · Radical Product Thinking: Vision Setting, Pendo / Mind the Product (2024) · Operations Management: Analysis & Improvement Methods, University of Illinois via Coursera (2018) · Mastering Agile Scrum Project Management, Udemy
Core Competencies
Recognition
Recognized by senior leadership (CPO, President) and spotlighted by a VP of Software Development; nominated for the company's first annual Women in Tech Excellence Award.
A product leader who started in operations.
I've spent 18+ years saying yes to ambiguous opportunities: launching new marketplaces, expanding into Canada, building partner programs from scratch. I'm energized by end-to-end ownership: the messy discovery phase, the fast-paced execution, the late-night problem solving, the launch high. I thrive in environments where I have autonomy to drive change and room to grow into the next challenge.
My background is unconventional by design. I started in operations because I needed a job, not because I had a master plan. But that path (moving from account management through supplier operations to product) taught me something many MBA programs don't: how decisions ripple through actual systems.
I learned to ask why before optimizing. To understand the people and constraints before redesigning processes. To build for humans, not just metrics.
Recognized by senior leadership (CPO, President) and spotlighted by a VP of Software Development; nominated for the company's first annual Women in Tech Excellence Award.
"...She pivoted from a partner-facing role into product management and has built fantastic relationships with the development teams, business teams, and managers she works with in owning the roadmap. I'm always impressed to see people take on new challenges like this... good leadership and execution skills thrive no matter the domain they operate in."
VP, Software Development
"Krystal is the definition of a team player: extremely thorough, with a level of efficiency that's second to none. She brings a level head to stressful situations and always delivers quality results. On time. Every time."
Business stakeholder
"Krystal is tenacious in her efforts to ensure quality outcomes. She often recognizes issues that others miss and is skilled at driving others to implement the solution. In short, Krystal gets sh*t done!"
Product Manager, peer
I'm a homebody at heart.
My main tribe is my family, and I'm happiest in low-key settings: cozy movie nights, board game marathons, or a good Mario Party session. I'm not one for constant social calendars; I'd rather invest deeply in the people closest to me than spread myself thin. That said, you'll catch me watching a Sharks game with my family when the mood strikes or dinner with people I care about.
Fitness and nutrition are non-negotiable parts of my life, but not for Instagram reasons. I'm optimizing for longevity. I want to carry my own groceries and stay independent into my 80s. That discipline of showing up for the workouts you don't feel like doing is the same discipline I bring to work. It's about playing the long game.
I'm an animal lover (one very good dog and one opinionated cat) and a big believer that all animals deserve loving homes.
The same craft, applied wherever the problem is hard enough to matter.
My career has been dedicated to one clear purpose: removing friction from high-stakes journeys and making complex systems intuitive for the people who rely on them: whether that's a shopper at checkout, a supplier learning a new portal, or a customer tracking an order without being forced to create an account.
I'm not tied to e-commerce specifically. I'm always open to expanding my skillset into new areas and industries, and I'm energized by taking on complex challenges in new spaces, where I can bring a fresh perspective with the chance to professionally grow and learn. The pattern underneath e-commerce (untangling multi-system problems, translating them into shared frameworks, and enabling teams to execute on them) travels well beyond it.
If you've got a complex problem in a new space, I'd love the opportunity to explore practical, high-impact ways to solve it together.
Let's connectHow I can help
I solve complex issues that stop distributed teams. I work where systems, partners, and roadmaps meet: where multiple teams are each right but their answers don't align.
Replatform readiness
Getting a migration across the line without losing the funnel.
Replatforms fail in the seams, not the code: deferred requirements, unowned edge cases, and unseen funnels.
I lead migrations from the business side: requirements audit, phased scope, risk register, and post-launch funnel recovery. I've led an eight-month platform migration, unified two brands on a shared component library, and rebuilt a cart-to-checkout funnel after a migration dropped mobile conversion, restoring click-through above the pre-migration baseline.
Turning a cost into a system
Turning a partner network from a support cost into a system.
Partner networks fail for lack of adoption, not tools.
I build systems that drive behavior change through self-service onboarding, in-product guidance, and smooth program rollouts. I led a digital adoption effort that cut onboarding calls 60% and hit 85% partner engagement, and coordinated a companywide partner program with 96.8% opt-in.
Finding the leak first
Finding the leak before anyone reaches for a redesign.
When conversion falls, redesign isn't always the fix. The solution is often smaller, cheaper, and visible in session replays.
I diagnose funnels with experiments and behavioral data (A/B tests, heatmaps, session replay) and remove features that don't earn their place. Recent wins: removed checkout sign-in, cut no-search-results from ~4.2% to ~1.6%, and doubled promoted-category sales with badging.
Three ways to bring me in
A short, scoped engagement that ends in a findings document and a phased plan. The lowest-risk way to start.
Interim product leadership on a part-time cadence, typically a couple of days a week, running the work alongside your team.
Ongoing, lighter-touch guidance for a team that has the hands but wants a second set of eyes on the hard calls.
Have a problem that fits?
The best first step is a short conversation: enough for me to understand the shape of what you're dealing with and whether I'm the right person to help. No pitch.
Let's talk.
I'm open to conversations about senior and principal product roles, especially in organizations where the work has real stakes and broad impact. If you're building something that matters to people, I'd love to hear about it.