A Commercial Program Lead plan, freshly made for The Farmer's Dog — 13+ years keeping go-to-market work aligned across many teams, timelines honest, and accountability shared. People feel supported, not chased.
The JD calls for connective tissue across Innovation, Commercial, Brand, Customer Care, Operations, and Finance. Tell me what hurts — this plan covers it.
Master GTM timelines that reflect reality — gaps and conflicts surfaced before they become problems.
Right people, right context, right rooms — decisions made, owners named, follow-ups owned.
Accurate, timely status — risks and trade-offs framed so leaders can actually decide.
Projects prepared, sequenced into the right reviews, and kept on track — without process theater.
Like highly-processed pellets, some PM habits look like nutrition and deliver none. This plan cuts them.
Decks about work instead of work. Replaced with one live source of truth — who owns what, by when — that everyone can see and trust.
Nagging dressed up as follow-up. Replaced with follow-through people feel supported by — context, help, and a clear next step attached to every ping.
Problems that “came out of nowhere” never did. Replaced with gaps and conflicts surfaced early, while they're still cheap to fix.
Pet industry
North America's largest pet-adoption platform, redesigned and rebranded. The part of the résumé that already smells like the dog park.
Pet industry
Updates to the web app vets around the world use for certifications and education on the product line — the same audience TFD serves through its Vet Team Portal.
Featured
Hundreds of assets, a global website, executive readouts — many teams, one source of truth, review gates that held.
Roadmap, creative, deployment, and localization across android.com, tv.google, and wearos — against public, immovable dates.
10+ event sites, a unifying design system (~80% faster builds), Relay — an AI intake tool triaging 6 teams — and Asana as the single source of truth.
3-month research phase, 8-month design phase, delivered with Infosys and 28+ engineers — end-to-end program ownership.
Owned the Monaverse vendor relationship through implementation and platform testing to a single coordinated launch, plus motion/3D and video vendors.
At a $50M+ a16z-backed start-up: sourced and built the team, defined the plans, introduced the processes — across 12 platforms.
The "Better Health Study" was one of GE's largest marketing campaigns — a global effort spanning executive-level data visualizations, a global website, and hundreds of media assets, with data-analysis delivery underneath all of it. Warren managed the asset-production phase.
On paper, the job was production. In practice, it was connective tissue: many teams and stakeholders — creative, data, web, regional owners — feeding one campaign, on one clock. Warren ran a single publishing pipeline with real review gates, so hundreds of assets moved from brief to live without version chaos, and nothing shipped that hadn't cleared its gate.
Leadership never had to ask where things stood. Executive readouts showed status, risks, and trade-offs plainly — the same "accurate, timely updates" discipline the Commercial Program Lead role calls for, practiced on one of the biggest marketing stages a Fortune 500 has.
For two years Warren led design & development roadmap planning and oversaw creative, content, site deployment, and localization for Google's Android web properties — android.com (including the Android 12 launch), tv.google, and wearos.google.com.
Launch dates were public and immovable; everything upstream of them was not. The job was continuous re-sequencing — adjusting priorities, plans, and resources as business needs shifted, keeping Google's product marketing managers, strategists, and designers aligned the whole way. That is master-timeline ownership under real conditions: multiple teams, an agency, a global audience, and a date the whole world could see.
His director's verdict — meticulous capacity planning, all workstreams on target, no burnout — is in her own words, below.
Six moves Warren has run on real launches — the same shape as TFD's Stage Gate process, minus the overhead nobody wants.
What are we actually launching, for whom, and what's genuinely unknown? Hypotheses named as hypotheses.
Run at: Dow Jones — Relay, his AI intake tool, triaging requests from 6 teams before a human touches them.
Every workstream gets a name and a date; the whole picture lives in one place everyone can see.
Run at: GE — hundreds of assets, one pipeline, zero version chaos.
Goals translated into executable, trackable plans — re-cut as new information lands, in sequence, not in parallel.
Run at: Google — priorities re-sequenced continuously across three web properties.
Projects arrive at the right monthly review, prepared — decisions made in the room, follow-ups owned.
Run at: GE — review gates that held under campaign pressure.
Dress-rehearsal mindset: dependencies checked, partners tested, day-one risks burned down before day one.
Run at: The Row — vendor implementation → platform testing → one coordinated launch.
What the launch taught us goes back into the system, so the next one starts smarter. Not precious about any of it.
Run at: Dow Jones — every event feeds the design system; builds now ~80% faster.
Every requirement from the Commercial Program Lead JD, mapped to real, verifiable work. No fillers, no by-products, no invented numbers.
Crude experience (min. 13 yrs) · Launch content (high) · Buzzwords (0%) · Artificial claims (none)
Start with the dog. Warren's dog isn't a pet in the photo above — he's his best friend, the reason for the morning walk and the reason to leave the office on time. And The Farmer's Dog isn't an abstraction in this house either: his partner has ordered it for their dog, and the bowl's verdict was unambiguous. A year and a half away from New York interrupted the deliveries — they're back now.
Then the belief. Warren has seen this category from the incumbent side — the Petfinder.com redesign and rebrand, the Pro Plan Veterinary Diets web app vets worldwide use for certifications and education — including the gap between what the bag promises and what's inside it. TFD is the company that closed that gap. That's not a brand he'd merely work for; it's one he already believes in at home.
And the timing. Thirteen years of agency and enterprise work taught Warren how launches actually happen — and also what that world costs: ship it, hand it off, start over with a new logo. At this point in his life he's not looking for the next engagement. He's looking for one company he believes in, where the value he adds is real, and where he can stay and compound for years. The connective-tissue job this role describes is the one he's been doing his whole career; he'd just finally be doing it somewhere he wants to be on year five.
Every requirement from the JD, checked honestly. Green means proven; amber means a transfer, stated plainly. No label tricks.
13+ years taking digital products, campaigns, and platforms to market — Google, GE, Purina, Petfinder, Microsoft, Vodafone, Dow Jones.
Android 12 — public, immovable date, five-plus functions aligned; GE Better Health Study — global teams, hundreds of assets, one clock; Dow Jones — 5 launches in 5 months, recurring.
The through-line of every reference: Warren finds the gap before it finds the launch. At GE, review gates existed precisely so surprises couldn't; at Dow Jones, Relay exists so requests can't fall between teams.
Direct quote from his Google director: meticulous planning "without burnout," with "exceptional communication." His A+I client called his expectation management "critical to success." Real reviews, below.
A year of APS exec readouts with a skeptical utility; weekly alignment across Google PMMs, strategists, and designers; vendor negotiations at The Row — different rooms, same outcome: a decision and an owner.
Everyrealm — a start-up with no production process, 12 platforms, and no brief; Warren built the team, the plans, and the process. First-of-its-kind roles don't scare someone who's built the map before.
Built Relay, the AI intake tool triaging 6 teams' requests at Dow Jones; owns the Asana reporting/capacity system; shipped Vizor and LookLock, AI products built solo. This pitch site is itself the demo.
Brand (Dow Jones brand team, Petfinder rebrand), operations (Everyrealm creative ops), commercial delivery (13 years of client GTM work). He knows how campaigns and products actually come to life because he's the one who's been birthing them.
Exec visualizations at GE; a design system that made 8 properties' dependencies reusable at Dow Jones; and an entire genre of JD-mapping pitch sites (you're on one).
Currently: 10+ event sites, a design-system migration, AI tooling, and ~8 events' worth of launches — simultaneously. Historically: side products shipped on nights and weekends.
Warren's GTM record is digital — websites, campaigns, platforms. He has not sequenced a food product through manufacturing, fulfillment ops, and Finance stage gates. What transfers is the operating shape: cross-functional alignment, honest timelines, gates, one source of truth. What he'd do about the gap: dive into TFD's Innovation → Ops → Finance chain in week one and learn the physical half from the people who own it. You said you're skeptical about everything — so is he, starting with his own résumé.
Rebranded Petfinder so more people could find theirs. Built for the vets who keep them healthy at Purina. Lives with one very persuasive dog in New York (photo above — the better-looking applicant), who has tried The Farmer's Dog and would like a word about resuming it.
At Google, the launch worked because agency, marketing, product, and engineering ran as one team — Warren's job was to erase the seams. He's never once cared whose department a problem technically belonged to.
The amber above is on this page because Warren put it there. At Everyrealm he threw out his own process twice when the team outgrew it. Ideas win on merit; his included, his especially.
APS began with 3 months of customer research before a pixel was designed; Petfinder had to work for shelters and adopters at once. The launch is never the point — what happens after is.
No best-practice cargo cult: Relay exists because the old way wasted six teams' time, not because a framework said so. Hypothesis, test, adjust — Vizor and LookLock were built exactly that way.
Receives and triages requests from 6 teams — subscription strategy, product design, product management, performance marketing, CRM, event marketing — before a human touches them.
Shipped solo
A shipped AI product, built solo by directing AI — agent orchestration and production foundations, not vibe-coding.
"Warren owned creative, content, deployment, and localization for android.com — meticulous capacity planning to hit targets across all workstreams without burnout. Exceptional communication and problem-solving."
"Exemplary project management on a complex, large-scale project. Diligent planning, adaptability, and expectation management — internal and external. His role was critical to its success."
"A year-long, complex, multi-part program — Warren handled project management and client relationships end to end. A team player and problem solver who builds strong client relationships."
Warren would like to bring the leash, the master timeline, and one very good dog. Let's talk about the Commercial Program Lead role.