Enterprise Commerce Innovation.
For larger organizations modernizing their commerce infrastructure and strategy.
The next five to ten years.
Enterprise commerce is in the middle of a significant transition, from legacy, monolithic infrastructure to flexible, composable architectures, and from channel-specific to unified commerce. Much of what is driving it is what Shopify taught enterprise commerce about speed and cost.
I work with enterprise organizations and their leadership teams on the strategic decisions that shape how they compete over the next five to ten years, including where enterprises keep losing to DTC challengers.
Leadership teams making generational decisions.
Four profiles · self-select below
- P.01Enterprise retailers and brands navigating a platform migration or architecture modernization.
- P.02Leadership teams evaluating build vs. buy vs. partner decisions in their commerce tech stack.
- P.03Organizations trying to apply the lessons from DTC brands to their own operations.
- P.04Private equity or corporate development teams evaluating commerce technology acquisitions.
A practitioner’s lens on the stack.
Five deliverables
- D.01A strategic framework for modernizing commerce infrastructure that accounts for organizational realities, not just technical ideals.
- D.02Vendor and partner evaluation with a practitioner's lens, including the questions vendors won't answer clearly.
- D.03Perspective on how the DTC and Shopify ecosystem has solved problems that enterprise is now facing.
- D.04A clear-eyed view of what composable, headless, and AI-first commerce mean in operational terms.
- D.05Executive briefings and workshop facilitation for leadership alignment.
Outside the vendor relationships.
Enterprise commerce decisions are often shaped by vendor relationships and internal politics more than by what actually works. I bring an outside perspective from someone who has watched commerce infrastructure evolve across thousands of businesses.
My background spans early-stage platform building through DTC scale, a combination that gives me a useful view on where enterprise organizations are losing ground and where they have underappreciated advantages.
Who is enterprise commerce innovation for?
Fortune 500 brands, retailers, and CPG companies defending or building category leadership.
What does the work involve?
Bringing founder-level speed and DTC instincts inside the enterprise: where to move first, what to stop protecting, and how to build the muscle a category challenger already has.
Which enterprises has Taylor worked with?
Clients on this side include Nike, Coca-Cola, Hallmark, and P&G.
How does an operator help a large organization move faster?
By translating the DTC playbook to enterprise constraints and focusing the organization on the few moves that recover ground, rather than adding another innovation program that produces theater.
How much does it cost?
Pricing is set after a scoping call. Engagements are typically a 12-month engagement on a weekly cadence, often with a quarterly on-site sprint.
How do we start?
A 30-minute scoping call to confirm fit, then a diagnostic and a working cadence.
If this sounds like the right fit, tell me what you're working on.
Fill out the inquiry form and describe what you're working on. I respond personally to every submission.