Zachary Farrell

Lead the Global Orders product team and portfolio (Q4 2025+)

• Having been brought into the re-org conversation early, I directly led and drove the formation of the Global Orders Initiative, including defining the customer outcomes to frame the domain, determining which components belonged in the portfolio (and why), how the squads should be structured, and selecting (via Chirag Patel and John Davies) the founding members of the team.
• Organized and drove SFP planning for Global Orders, defining the broad strokes of our three customer outcome vectors (Global Availability & Reach, Post Order Experience, and Price Transparency) and building clear alignment with Rafe and other groups on investment focus in early 2026. Produced a sufficiently clear set of outcomes and early plans that a second-pass review with Rafe was deemed unnecessary and subsequently cancelled
• Picked up interim Engineering IL responsibilities with my Eng partner (Marc Murray) on leave, and am now trusted to manage four EMs and an IC5 engineer in addition to my PM management responsibilities
• Supported the team through delivery of impactful product launches (all with thorny implications and very tight timelines), including
• DDU suppression capabilities to limit buyer exposure to the bad experience of having to pay a surprise tariff bill on delivery
• US-specific item pricing, which restores and protects availability of US inventory from non-US supply markets
• Reactivation of several international Etsy Labels carriers with DDP solutions, including first-to-market integration with Royal Mail; this also restores and protects availability of US inventory from non-US supply markets
• Unblocking ramp decisions for inherited International investments, including mandatory phone number collection and VAT-inclusive pricing

Led the Inventory product team and portfolio (Q1-Q3, 2025)

• Continued serving as interim GL for ~2 months in H2, guiding the group through
• Defining and aligning on a more productive org structure, which ultimately became the basis for the current Seller/Inventory Group initiative structure (shifting from Inventory Foundations & Inventory Quality to what would be called “Adaptive Inventory” and “Listing Foundations”)
• Maintaining ET alignment and visibility into Inventory plans and progress via Product Reviews and ad hoc topical reviews with Nick/Rafe/Sam/Mike et al
• Decisively shifted the focus of the Fulfillment squads to the Cross-Border Experience (XBX) problem space, affording Etsy the opportunity to practically support buyers and sellers in the face of a turbulent global trade environment (“tariffs”, and the removal of the US de minimus exemption)
• Guided the "Inventory Foundations” part of the IFS initiative through a strategic pivot (from product-level metadata to item options as the initial focus of the work), which itself became a core driver of the ultimate org structure defined within Seller/Inventory
• Collaborated with Eng leadership to build alignment on and frame up this pivot, which was well received by Nick/Rafe and continues to guide the team’s planning into 2026
• Provided direct guidance and direction to the Next Gen Seller X & Item Options discovery tracks
• Supporting the team through delivery of impactful product launches, including
• Better Titles
• Attribute Inferences (esp. Materials)
• Perso “Chapter 1”
• Unblocking and supporting hiring for key roles in Taxonomy and Inventory ML, by making tough decisions to repurpose open headcount and exit an underperforming team member

Led the Fulfillment product team and portfolio (2024)

• Delivered ~2.7 days of global average max EDD reduction (compared to 3.0 day goal); built alignment with CEO and CPO to persist group focus on accuracy and holiday ops excellence in lieu of aggressive pursuit of full goal
• Met the Predictable Shipping Prices goal of achieving 75% U.S. buyer LV coverage <$6
• Launched shipping price as a factor within the Quality Score. This initiative was a significant step towards more predictable shipping and was well-received by sellers, evidenced by the highest request action adoption rate (RAAR) for shipping prices at 57.5% (next highest was 31.5%). This strong seller adoption validated our approach and reinforced the impact of integrating shipping into quality scoring.
• Fulfillment squads launched multiple foundational improvements to enhance experience and correct system gaps
• Re-centered ship-by dates on shop time zone
• Numerous enhancements to inventory infra as part of Timesavers work on product-level processing times
• Enabled manual overrides of ML EDDs
• Correcting bugs in data storage / calculation related to on-time shipping
• Added Track24 and Track48 mail classes in UK
• Reduced seller reports of "Can't Purchase Shipping Labels" by 50% ahead of holiday peak
• Balanced above with supporting / meeting all necessary carrier integration and regulatory requirements
• Led Fulfillment group through multi-stage 2026 visioning exercise; even though we’ve opted to divest from this area in 2025, our work to paint a picture of what was possible (and what it would take) let Etsy more confidently make decisions about overall resource allocation in the coming year
• Product lead for Inventory LCS foundations workstream, supporting definition of the Inventory Strategy and formation of the Inventory Group
• Took the lead (along with Kim Stewart) in organizing my fellow Inventory Initiative leads for a set of productive IRL learning and strategy sessions, setting the stage for a relatively easy glidepath into submitting our Inventory group plan
• Fostered the development and success of my team, all of whom have shown material growth in 24H2
• Bryan has crushed it as the owner of our EDD goal, working effectively within Fulfillment and across group boundaries to set up his folks for success
• Hayley did an amazing job leading PSP, stepping up and into a more complex cross-functional remit and landing the plane on an effort with many moving parts
• Isayd has really blossomed, hitting his stride and delivering above expectations in terms of impact in the shipping carriers space (particularly his work driving down common MS issues ahead of holiday peak)
• Supported Calia in defining the shape of the Inventory Group
• Supported People team in developing new simplified Annual Review Template

• S&O Lead supporting Stripe Information, comprising the Data Science, Growth, and ML Enablement organizations
• Collaborated with cross-functional teams to align company-wide objectives and drive operational excellence.
• Utilized data-driven insights to inform decision-making processes regarding data science and MLE resource allocation across Stripe
• Championed change management efforts within Information to streamline ARR reporting and goalsetting

• Accountable for effectiveness and efficiency of the Technology function, and quality of life for Gopuff technologists
• Serve as principal strategic advisor to SVP of Technology, and Product Management leaders throughout the company
• Act as decision-making proxy for the SVP of Technology on matters ranging from strategic to tactical, including at the executive level
• Head of Business Operations for Gopuff technology functions; responsibilities include Rhythm of Business (communications, meetings, rituals, all-hands, off-sites), People Operations (talent lifecycle, learning & development, engagment) , and Technology Planning & Analysis (goal setting / tracking, roadmap management, departmental program management)
• Build and maintain effective operating models with all other Gopuff functions to improve collaboration and reduce friction
• Owner of the technology SG&A budget and accountable for driving cost efficiencies without impacting quality and productivity
• Reduced technology operating expenses by >40% (and counting) through consolidation of redundant spend and focused negotiation with third-party technology partners
• Orchestrated multiple major org restructuring events, focusing on an effective balance of humanity, dignity, and expediency
• Developed frameworks to support prioritization, scoping and effective decision-making throughout the organization

• First PM onboarded to Gopuff focusing on Operations
• End-to-end Product accountability for the Operations value chain, from Forecasting & Supply Chain to Fulfillment & Delivery
• Grew a diverse team of 25 Product Managers from scratch, with emphasis on creating leverage through product culture
• Drove step-function impact to Gopuff unit economics, product availability, and order accuracy through cross-functional investments in Operations process changes and enabling technologies
• Oversaw ground-up build and implementation of Operations Product Architecture, including home-built Forecasting, Supply Chain, Warehouse Management, Driver, and Customer Service applications

• Founded and lead Supply Chain Intelligence product management team, responsible for performance and development of 30+ product managers and senior product leaders
• Build, define, and drive alignment on domain vision and strategy, in direct collaboration with C-Suite leadership and cross-functional partners in Retail, Operations, and Marketing
• Drove incremental customer lifetime value in excess of $37M (annual run rate) as owner of product and technical strategy for Wayfair consumer delivery experience (balancing speed, convenience and reliability)
• Concurrently reduced annualized fulfillment and inventory positioning costs by $26M and improved in-stock rates by over 30% via end-to-end accountability for Wayfair's proprietary supply chain optimization technologies, including demand forecasting, supply planning & allocation, and fulfillment orchestration
• Led technical platform transformation to improve scalability, reduce service response latency by >400% to mission-critical applications, and yield developer velocity improvements
• Accountable for successful on-budget delivery of several strategic programs outside of direct domain, including end-to-end Open-Box and Multi-Box experiences (combined profit opportunity >$300M annually)

• Led product team accountable for Wayfair's Warehouse Management Systems and proprietary Logistics and Inventory Management technologies
• Built, launched, and scaled technology backbone and partner interfaces for CastleGate Fulfillment Services, Wayfair's home-grown fulfillment and logistics network powering game-changing speed to Wayfair customers and outsized growth to participating suppliers
• Incubated and built up early-stage digital media supply chain and digital asset management technologies for Wayfair.com and Wayfair lifestyle brands
• Developed and grew teams of up to 35 exceptional product managers

• Responsible for on-time, on-budget implementation of technology and process solutions in Warehousing, Inventory Planning, and Transportation
• Oversaw implementation of two third-party planning & allocation systems
• Guided work of engineers building and customizing Wayfair's warehouse and transportation management systems

• Owner of collaboration model, served as liaison between Operations and Retail Category Management teams
• Organized and administered roll-out of initial Wayfair inventory stocking program, including definition of supply discounting, inventory obsolescence, and open-to-buy strategies
• Built and socialized models to guide senior leadership decision making on supply break-even policy, inventory management, and fulfillment center capacity planning (including CapEx decisions with $100M+ implications)

• Set strategic direction of pet products category - grew annual revenue from $2M to $16M in two years
• Executed buying efforts to strategically expand product catalog
• Merchandised sites to effectively appeal to target customers
• Coordinated with customer acquisition specialists to develop effective advertising strategies
• Managed supplier relationships to drive improvement and profitable growth
• Responded to critical situations by directing relevant support personnel
• Analyzed revenue, profit, and customer satisfaction data to effectively direct efforts and improve overall picture
• Liaised with customer service specialists to drive operational excellence

• Housewares retail category; assisted Category Manager in all facets of running this line of business
• Planned and implemented promotional activities, coordinating with peak selling periods to create sales opportunities
• Built and maintained relationships with new and existing suppliers while providing high level of expertise in growing with Wayfair (fka CSN Stores)

• Responsible for growing Wayfair (fka CSN Stores) product catalog in Furniture & Decor vertical; added >50K products to site
• Successfully communicated with all team members to navigate job duties and complete daily tasks
• Worked alongside retail representatives to boost sales by enhancing product presentations and advertising collateral