OLD NAVY / GAP INC. · PRODUCT LEADERSHIP · 2025–2026
DoorDash
From pilot to a national same-day shopping channel.
I led Old Navy’s ten-store, one-month DoorDash marketplace pilot and supported national expansion, connecting assortment decisions, partner requirements, store readiness, and commercial measurement across approximately 10 cross-functional contributors.
After rollout, I continued monitoring performance and advancing enhancements through weekly reviews with Old Navy’s marketplace merchandising lead, Gap Inc. central technology, and DoorDash. Competitive analysis and the launch experience surfaced priorities in reviews, loyalty, and product naming; commercial feedback and business performance shaped the ongoing roadmap.
Product lead · Pilot design, partner coordination, store readiness, performance monitoring and roadmap development
1,000+ US stores
The nationwide partnership announced November 13, 2025; my role included pilot leadership and rollout support.
~10 contributors
Cross-functional team spanning DoorDash and internal product, technology, commercial and operations partners.
$185K
One month across 10 stores; ~25% estimated incremental revenue.
The shopping channel
Customers discover and order Old Navy products in DoorDash, supplied from participating stores.
Official national partnership announcement
Pilot results and readiness
A ten-store, one-month pilot connected customer demand and execution results with assortment, store readiness and an executive readout for scale.
One-month pilot · 10 stores
- Pilot revenue
- $185K
- New-to-Old Navy
- 22%
- Fulfilled in under 35 minutes
- 88%
- 85 orders/store/week
- 3,400 customers
- $54 AOV
- 4.5/5
- 95%
- 3.5%
Readiness and scale
- Assortment and participating-store selection
- Store readiness and partner requirements
- Executive readout and scale playbook
Assessment measures
- Orders per store
- New-to-brand customer share
- Average order value
- Service-level reliability
- Ratings and customer satisfaction
After day-to-day trading transitioned to Old Navy Online, I continued monitoring performance and advancing roadmap priorities.
Marketplace integration
Catalog, store availability and the marketplace experience.
Project integration
- Old Navy product information
- Existing Rithum feed
- DoorDash catalog / storefront
Marketplace data model
Merchant item ID · Name · Description · Image · Size
Store ID + item ID · Availability · Price
↓ Shoppable local assortment
| Surface | Dependency | Product decision |
|---|---|---|
| Catalog identity and content | Project integration · Old Navy product information and existing Rithum feed | Product naming corrections and HTML-description feasibility and format requirements. |
| Store availability and pricing | Marketplace data model · Store ID + item ID, availability and price | Understand how business-level catalog content combines with store-level state for a local assortment. |
| Merchandising taxonomy | Project integration · Partner categories and assortment | Agree taxonomy and whether products appear in multiple storefront categories. |
| Reporting and exception visibility | Project integration · Business reporting and operating feedback | Connect commercial measures with cancellations, wait times and unavailable-item signals. |
DoorDash marketplace references
Catalog management ↗Business-level catalog content describes items through merchant identity, product name, description, imagery and size.
Inventory and pricing ↗Store-level availability and price combine with catalog content to determine the shoppable local assortment.
Product catalog reference ↗Product identity connects shared catalog information with the item offered by a participating store.
Operational performance
The early dashboard made demand and operational friction visible together. Cancellation reasons included merchant issues, long Dasher waits and unavailable items—useful signals for reviewing store readiness and the customer promise.
- 9.96K
- $553.99K
- 10.87%
- 7.27 min
Commercial performance after rollout
The weekly readouts connected revenue with basket value, conversion, seasonal demand and promotional activity, providing commercial context for subsequent priorities.
June Week 1 (May 31–June 6, 2026) reported $172K weekly revenue, described as consistent with the non-promo baseline. June Week 5 coincided with 20% off orders above $60, July 2–8; July 4 sales were $56K.
Launch insights to roadmap priorities
Competitive analysis and assessment of the launch experience shaped the initial priorities. Ongoing commercial feedback and business performance then informed the roadmap.
Reviews
I pushed for customer reviews and shaped follow-on review-feed requirements to improve purchase confidence.
Loyalty
I advocated for connecting Old Navy loyalty with the marketplace experience.
Product naming
I identified product-name issues in the launch experience and pushed for corrections with the partner and technology teams.
Under evaluation · Unified pickup, delivery and DoorDash selection.
Operating rhythm
- Inputs
Competitive analysis + launch assessment
Commercial feedback + business performance
- Weekly core-team review
- Old Navy marketplace merchandising
- Justin · Product
- Gap Inc. central technology
- DoorDash
- Follow-through
Requirements, prioritization and enhancement follow-up
Day-to-day marketplace operations transitioned to Old Navy Online; I continued performance monitoring and roadmap advocacy.
Problem & objectives
Project remit
- Scope
- Ten-store, one-month pilot; assortment and store selection, readiness and success criteria, executive readouts, scale playbook, catalog requirements and commercial measurement across approximately 10 cross-functional contributors.
- Status
- Pilot leadership and national rollout support, followed by continued performance monitoring and roadmap advocacy after day-to-day trading transitioned to Old Navy Online.
Assess customer demand and execution together before scaling the channel.
Build a controlled pilot
A same-day marketplace channel depended on the assortment, the participating stores and the customer promise working together. I designed a ten-store, one-month pilot to assess demand and execution, with readiness checks and success criteria guiding expansion discussions.
Decisions & trade-offs
Pilot measures and marketplace decisions connected customer experience with readiness to scale.
Choose stores, assortment and assessment measures
I led store and assortment selection and defined success criteria across orders per store, new-to-brand customer share, average order value, service reliability, ratings and customer satisfaction. These measures structured pilot assessment and readiness-to-scale discussions.
Shape the marketplace and its roadmap
I coordinated taxonomy and multi-category placement with commercial and merchandising partners, and worked with Rithum and DoorDash on HTML-description feasibility and format requirements through the existing feed.
Competitive analysis and the launch experience initially surfaced reviews, loyalty and product-name issues. I pushed these priorities with partner and technology teams; ongoing Old Navy Online commercial feedback and business performance then shaped prioritization.
Experience & systems
Connect catalog integration with merchandising, store availability and reporting requirements.
Align the catalog contract
Old Navy product information reached the DoorDash catalog and storefront through the existing Rithum feed. Product decisions covered taxonomy, naming corrections, description format feasibility and business reporting requirements.
The marketplace reference model distinguishes business-level catalog identity and content from store-level availability and price. Together, those data layers describe the local shoppable assortment.
Partner across operational dependencies
I connected product requirements with technology, store operations, analytics and commercial partners. Reporting needed to make demand and operational exceptions visible together, including unavailable items, merchant issues and Dasher waits.
Delivery & validation
Rollout support continued into performance monitoring and enhancement follow-up.
Pilot readouts and expansion
I led pilot design, executive readouts and the scale playbook, and supported national rollout through store readiness and partner coordination. Approximately 10 cross-functional contributors spanned DoorDash and internal product, technology, commercial and operations teams.
Continue product ownership after transition
Day-to-day marketplace trading transitioned to Old Navy Online. I continued monitoring performance and pushing roadmap innovations through weekly core-team check-ins with the Old Navy marketplace merchandising lead, Gap Inc. central technology and DoorDash.
The forum connected competitive analysis and launch assessment with commercial feedback and business performance, translating those inputs into requirements, prioritization and enhancement follow-up. I advanced follow-on review-feed requirements and loyalty objectives, and evaluated unified pickup, delivery and DoorDash selection.
Outcomes & learning
National scale, operating friction and commercial context informed an evolving channel roadmap.
National reach and channel operations
The one-month pilot across 10 stores recorded $185K revenue with ~25% estimated incremental revenue, 3,400 customers with 22% new-to-Old Navy, and 88% fulfilled in under 35 minutes. The readout reported 85 orders/store/week with +12% growth over the pilot month, $54 AOV (+4% versus in-store), a 4.5/5 rating, 95% accuracy and 3.5% cancellations.
The nationwide partnership, announced November 13, 2025, reached more than 1,000 US stores. My contribution combined pilot leadership, rollout support and continued performance monitoring.
The September 17–December 15, 2025 dashboard paired completed deliveries and sales with cancellation reasons and Dasher wait times, making early channel demand and operational friction visible together.
Use weekly trading context to inform priorities
June Week 5 reported $225K weekly channel revenue in the July 6, 2026 business review. The readout connected revenue with basket value, conversion, seasonal demand and promotional activity, providing commercial context for subsequent priorities.
The learning was to review commercial demand alongside operating friction and customer confidence. I continued advocating reviews, loyalty and product naming improvements while business feedback informed the roadmap.
