Since March 2025 I've run the Checkout & Payments pod — one designer, four engineers, and a standing seat with Risk and Data Science. The mandate: protect conversion while a mandated interchange-fee change and rising fraud losses pulled in opposite directions.
I set the roadmap, wrote every PRD from problem statement to rollout plan, and was the on-call decision-maker the two times checkout broke in production.
Modeled the Q3 interchange-fee change against actual transaction mix, flagged a projected 4-point drop in gross margin that finance's plan had missed, and shipped a tiered surcharge before the change went live. Margin held flat.
When the payment processor's webhook queue backed up for 47 minutes, I was incident commander: rerouted traffic to the backup processor and shipped the customer-facing status banner within 20 minutes.
The one-click Apple Pay test lost by 2 points in July. Instead of shelving it, I read the session recordings, found a mistimed permission prompt, fixed it — the rerun became our biggest single-quarter conversion win.
Maya didn't just hit her numbers — she was the person calibration trusted to explain why the numbers moved, and what she'd do differently next time.
Checkout proved I can carry a pricing overhaul and an outage in the same quarter without dropping either. The Group PM scope extends that ownership to mobile wallet and international checkout, where the same margin-and-trust tradeoffs are already surfacing.
It also means leading, not just doing: a team of three PMs, with me setting the roadmap and reviewing their calls the way Priya reviews mine today.