Product · Technical PM
Walmart OneTrack
A product strategy for reducing operational complexity and moving toward an adaptive interface.
Evidence
Projected
$3.6M
Annual productivity gain · client-confirmed
Projected
9 months → 2 weeks
Onboarding · client-confirmed
Client data
45.7 vs 68
SUS baseline vs industry benchmark
Client data
78%
Baseline navigation-failure rate
Projected
45–70%
Task completion time · projected reduction
Projected
3+ min → <30 sec
Navigation time · projected
Client data
850 hrs/wk (21 FTE)
Recoverable labor hours, weekly
Stakes
OneTrack is the tool Walmart’s sourcing managers use to move products from supplier to shelf. It was hard to learn and easy to get lost in: people spent months becoming competent, and most navigation attempts failed.
The bet
Task time and stress grow with the number of competing containers on a screen. Cut the containers, give every page one action zone, and the same work gets faster and easier to learn.
Three moves
Audited the screens. Counted the containers on each key page, from 14 up past 40, and mapped where attention went. Why: a count is something engineering and leadership can argue with; “it feels cluttered” is not.
Modeled the risk. Used existing workflow data and a Monte Carlo simulation to find where sourcing work stalls — supplier vetting, regulatory approval, financial sign-off — and what removing rework loops would be worth. Why: it put the redesign in the language of delay and cost.
Staged the roadmap. Static tiles first, then user customization, then AI suggestions. Why: each stage earns the trust the next one needs.
What changed
Walmart built the business case from this work. The figures shown are Walmart’s own projections and baseline measurements.
What I’d do next
Instrument the new flow so the projection can be checked against measured task times after launch.
Request the full case
The full case, with the working artifacts, is shared with people reviewing my work for a role or engagement. Confidential, participant-identifying or collaborator-owned material is never shared.