Leading a Shopify Storefront Launch Through a Vendor Turnaround

The problem

I led a first-of-its-kind project for the company: a Shopify storefront for our team's printed marketing materials. Nobody had done this before, so the brief I started from was vague. I ran with what the team thought they wanted and hired a vendor to build and run it on Shopify, while I managed the project.

The result was not good. Leadership reviewed it and called it a failure, directly.

What I did

I treated the feedback as the clearest brief I had gotten so far. The first attempt had shown exactly what we did not want, which meant I could finally define what we did.

• Diagnosed the failure. I pinned down why the first vendor fell short so the next search had real criteria, not guesses.
• Ran a structured vendor search. I interviewed several companies and requested samples, pricing, and deadlines.
• Tested how they worked, not just what they made. I asked how each vendor handled problems and communication, since service had been a big part of the first failure.
• Made the call. I ended the first vendor relationship and hired the new one.
• Managed delivery. The new vendor handled the Shopify build. I owned requirements, timelines, feedback rounds, and the internal launch.

The result

The relaunched storefront was significantly better in both quality and service. It was announced company-wide, and the same leadership that called the first version a failure was thrilled with the second.

What I took from it

A vague brief produces a vague result. The first vendor was not the only problem. Starting without clear requirements was.

A failure can be the best requirements document you get. Honest criticism told me exactly what to look for.

Owning a project includes owning its failure. I did not hand the problem back. I fixed it and delivered.