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, with gaps and conflicts surfaced before they become problems.
Right people, right context, right rooms. Decisions made, owners named, follow-ups owned.
Accurate, timely status, with 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. That is the same audience TFD serves through its Vet Team Portal.
Physical product
Manufacturing partnerships, packaging design, website, distribution strategy, business model, brand. The whole commercialization chain, owned personally.
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.
Now serving
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. That is 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, triages 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 role, matched to 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. That included 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.
And the honest part, since a careful reader will already have done the arithmetic: Warren is about seven months into his current role. He is not running from anything. The work is real, he is happy in it, and he is doing well at it. What is pulling is a preference that took thirteen years to get clear, not seven months. He does his best work where the product is the point: where quality is the business model rather than a claim in the marketing, and where the standard is something he would put in his own dog's bowl. He has spent thirteen years making other companies' promises land. This is one he already believes at home. That is worth acting on when the right role appears rather than finding out in month four, and this one appeared.
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; built an agreements system, a confidential-sharing system, and a resourcing tool for his own team. All four came from problems he ran into at work, in agencies, at a startup, and in-house, not from a wish to start something. 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 has commercialized a physical product. He founded eonmen, a grooming brand, and personally owned the manufacturing partnerships, packaging, distribution strategy, and business model before selling it. What he hasn't done is run that chain at TFD's scale: fresh food, cold logistics, and Finance stage gates across a large org. Founder-scale reps plus 13 years of cross-functional program discipline is the honest starting point. Week one he'd be learning TFD's Innovation → Ops → Finance chain from the people who own it. Skeptical about everything, including 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: the agreements system, the sharing system, and his own resourcing tool were built exactly that way.
Warren's M.A. is from Hyper Island, the Swedish school whose flagship Digital Media Management programme (with Teesside University) trains leaders for the creative and digital industries through facilitation, group dynamics, and live business challenges, connecting students with the thought processes behind some of the world's most innovative companies.
What that means in practice: Warren can design and facilitate creative workshops, the kind that surface new market opportunities, pressure-test ideas for expanding the offering, and get a cross-functional room generating instead of reporting. And because he comes from advertising and creative agencies, the output isn't a wall of sticky notes; it's concepts shaped into briefs the team can actually execute.
For a Commercial team that believes ideas can come from anywhere and everything is a hypothesis to validate, that's a second tool in the same bag: the person who keeps the plan honest can also run the room where the next plan gets found.
Four operations systems, not four side projects. Each one was built for a specific problem Warren ran into at work, and designed around that problem rather than around a demo. None of them is a venture, and none of them is a product he is selling. Each is a real build: several tools integrated so the work does not get re-typed between them, a custom data model underneath, AI used where it earns its place, identity and permissions designed in, and hosting and infrastructure he set up and keeps running.
How they get made. He specifies the system, directs AI agents to build it, reviews what comes back and sends it round again, with staff engineer friends advising. He is not an engineer and he does not hand-write production code. The skill on show is knowing what to ask for, and recognizing when the answer is structurally wrong.
What the tooling actually buys. The point of building them is not the building. It is what stops costing a person a week: sorting incoming requests, working out who has room, chasing briefs that turn up half written, and rebuilding the same status for a different audience. Those hours go back to the work only the person running the program can do: setting the standard, staffing against it, choosing and managing partners, and making the calls that need judgment. That is the difference between an operations hire who administers a function and one who has the hours left to change it, and it is why the ground he covers tends to be wider than the headcount suggests.
Receives and triages requests from 6 teams (subscription strategy, product design, product management, performance marketing, CRM, event marketing) before a human touches them.
Turns what people commit to in a working session into a reviewed, signed record, so a scope or a hand-off cannot quietly evaporate.
Lets a team send unreleased work outside the building without losing control of it, with a record of who saw what.
The resourcing hour
In the meetingThe meeting updates the plan, instead of someone updating the plan after the meeting.
The decision gets made out loud in the meeting, captured as it happens and staged for a one-click yes. Once confirmed, the capacity view and the plan of record update themselves.
"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."
Thirteen years of launches, a master timeline that tells the truth, and one very good dog. Let's talk about the Commercial Program Lead role.