Digital Growth & Cloud Scaling
A distinct program within the same multi-year engagement as the workforce work — the My Love's Rewards (MLR) loyalty mobile-app modernization for a national travel center and retail chain, alongside the cloud estate supporting it.
Two rails inside one program.
A multi-year digital and cloud program for a national travel center and retail chain, led by Abdul Kunateh in a professional leadership role. Two workstreams ran in parallel under one governance structure: modernizing the My Love's Rewards (MLR) loyalty app and re-platforming the cloud estate that supported it.
- Organization
- A national travel center and retail chain
- Scale
- National e-commerce, multi-property cloud estate
- Role
- Sr. Project Manager
- Duration
- Multi-year program
A separate program, not a duplicate entry
This is a distinct program within the same multi-year engagement as the Workforce Management Transformation — the same national travel center and retail chain, a different problem and a different leadership scope. Workforce was a forecasting and scheduling mandate; this was a digital revenue and cloud cost mandate. Two separate programs, one ongoing relationship.
A digital channel that wasn't earning its keep.
The digital storefront sat on legacy infrastructure. Page performance lagged, conversion suffered, and the analytics on the customer journey were thin.
Meanwhile, the cloud estate ran on long-tenured vendor commitments with limited right-sizing and migration discipline.
Two problems, one program: grow the digital revenue line while reducing the cloud cost base.
Two rails, one program, one standard.
Abdul project-managed both rails and held the alignment they depended on:
Program management
Project-managing the My Love's Rewards (MLR) loyalty app modernization together with the supporting cloud-estate work, as one program rather than two.
Digital roadmap alignment
Partnering with Marketing, Merchandising and Engineering leadership to align on the digital roadmap and the priorities each release would unlock.
Sequencing across rails
Coordinating the app modernization and the supporting cloud migration sequencing so neither rail blocked the other.
Cost recovery tracking
Partnering with Finance to track cloud cost recovery against the migration plan.
Operating cadence
Supporting the bi-weekly program review and helping maintain the cadence that kept both rails moving without slipping into each other.
Pull the digital and cloud rails into one program.
The digital and cloud work ran on parallel rails inside one program — held to a single standard rather than treated as separate campaigns.
Instrument before building
Partnering with the marketing and merchandising teams to define the customer-journey instrumentation the program needed before any app work began.
Modernize the app in waves
Coordinating the MLR app modernization wave-by-wave against the loyalty and customer-experience priorities each release would unlock.
Right-size the cloud footprint
Coordinating the migration of supporting workloads off long-tenured commitments and onto a contract footprint that matched the actual operating pattern.
One governance standard
A written risk register, weekly program checkpoints and a steering review with executive sponsors kept the digital growth and the cloud savings honest about trade-offs.
Vendor coordination was explicit — the relationships that needed to change were scheduled into the program, and the relationships that needed to hold were protected from drift. The result was a program with two distinct outcomes that did not compromise one another.
A revenue line that grew while the cost base fell.
26%
Increase in Loyalty-Program Traffic
$1.5M+
Incremental Digital Revenue
$4M
Cloud Cost Savings
The My Love's Rewards (MLR) app modernization delivered a 26% increase in loyalty-program traffic and more than $1.5M in incremental digital revenue. The supporting cloud work delivered $4M in cost savings.
The two outcomes came from the same discipline — sequence the work, govern it relentlessly, and treat the cost base and the revenue line as one program instead of two.
One program, two outcomes — neither traded against the other.
About These Case Studies
The initiatives featured represent selected examples from Abdul Kunateh's professional career. Certain organization details, technologies, and operational information may be generalized to protect confidential and proprietary information. Results reflect collaborative organizational efforts; case studies demonstrate Abdul's leadership responsibilities, contributions, and strategic thinking within these initiatives.
Complex Problems Require More Than Good Ideas.
They require leadership, clarity, disciplined execution, and systems capable of turning strategy into measurable results. Whether leading transformation from inside an organization or advising leaders through Kunateh Impact, the work centers on one question: how do we build organizations capable of consistently turning potential into performance?