Target: Rebuilding Loyalty as an Enterprise Growth Platform

Ambition and Context

Organization

Loyalty was recognized as a critical growth lever, but it operated as a set of fragmented initiatives across fulfillment, membership, and store experiences. This fragmentation created inconsistent guest value, competing priorities, and limited enterprise leverage.

I was brought in to redefine Loyalty as a connected, insight-driven platform aligned to Target’s enterprise strategy. This required shifting the organization from feature- and campaign-based execution to a shared system of decisions that could scale consistently across channels, teams, and time horizons.

Team

The Loyalty organization was at an inflection point, balancing strong emerging talent with unclear ownership, siloed execution, and limited cross-functional coordination. Progress depended not on individual performance, but on establishing clarity around decision rights, operating rhythms, and shared accountability.

I set the leadership structure and operating model needed for sustainable delivery, aligning Product, Engineering, Design, and Marketing around common goals, integrated planning, and explicit tradeoffs. This enabled teams to move faster with confidence and deliver outcomes at enterprise scale.

Culture

Sustainable impact required a shift in how decisions were made, not just how work was delivered. Design and delivery had to move from reactive execution to continuous learning embedded in the organization’s core processes.

I introduced feedback loops, shared learning practices, and human-centered decision frameworks that allowed insights to inform prioritization, investment, and iteration across disciplines. This cultural shift transformed Loyalty from a collection of disconnected programs into a unified experience that deepened guest trust and engagement across channels.

Actions

Executive Mandate

Partnering with executive leaders across Strategy, Digital, Fulfillment, and Loyalty, I led the enterprise-wide redesign of Target’s loyalty ecosystem. The work was not a feature redesign, but a structural reset: aligning incentives, decision-making, and delivery models around a shared platform with clear guest and business value.

My role was to establish clarity where fragmentation existed and to translate guest insight into an operating system that could scale across channels, teams, and time horizons.

What I Changed

Simplified the Loyalty System
Redefined Loyalty from a collection of disconnected benefits into a single, coherent platform. By integrating RedCard, Shipt, and base savings, we created a unified experience that reduced guest confusion, eliminated internal redundancy, and clarified how value was delivered across touchpoints.

Enabled Personalization at Scale
Established the foundations for behavioral targeting and dynamic offers by aligning data, experience design, and delivery models. This shift moved personalization from ad hoc experimentation to a scalable capability that unlocked sustained engagement and growth.

Streamlined Omnichannel Flows
Connected digital and in-store experiences into a shared loyalty journey, improving speed-to-market and increasing the impact of loyalty touchpoints across the guest lifecycle. This enabled teams to prioritize holistically rather than optimizing individual channels in isolation.

How I Operationalized It

I introduced repeatable frameworks for journey mapping, decision alignment, and solution validation that allowed teams to move faster without sacrificing rigor. These frameworks created shared language across Product, Engineering, Marketing, and Design, improved collaboration, and made tradeoffs explicit.

The result was not just a successful relaunch, but a loyalty platform capable of delivering short-term results while supporting long-term business growth and adaptability.

I led the strategic redefinition of Loyalty from a set of promotional mechanics into a long-term growth platform. This work focused on clarifying the role of Loyalty within Target’s broader ecosystem and aligning guest value with enterprise objectives.
Rather than optimizing individual benefits, I helped define how Loyalty should function as a connective layer across shopping, fulfillment, and financial services, creating a shared vision that guided prioritization, investment, and execution over time.
I introduced a product-centered operating model that aligned cross-functional teams around clear outcomes, decision rights, and delivery rhythms. This shift moved the organization away from project-based execution toward continuous ownership and accountability.
By establishing integrated planning, shared roadmaps, and explicit tradeoffs, teams were able to move faster, reduce redundancy, and make decisions grounded in both guest insight and business strategy.
I ensured experience decisions were directly tied to measurable business impact. Design was positioned not as an input at the end of delivery, but as a driver of strategic choices related to growth, engagement, and retention.
Through clear success metrics, feedback loops, and executive-level communication, teams were able to connect qualitative insight to financial outcomes and make informed decisions that balanced short-term performance with long-term value creation.
I focused on building resilient teams capable of navigating complexity, ambiguity, and change. This included clarifying roles, establishing trust across disciplines, and creating environments where teams could challenge assumptions and make decisions together.
By investing in leadership development, shared language, and psychological safety, I helped teams move beyond dependency on individual leaders and toward durable, self-sustaining performance.
I used design as a mechanism for enterprise transformation, shaping how decisions were made, how work flowed across the organization, and how learning informed strategy. Design was embedded into core processes rather than operating as a parallel function.
This approach allowed the organization to align intelligence, experience, and execution, enabling transformation that extended beyond a single initiative and reshaped how the enterprise operated.
I focused on designing platforms, not point solutions. This meant building systems that could evolve over time, support multiple use cases, and adapt as business needs changed.
By prioritizing flexibility, clarity, and governance, the Loyalty platform was positioned to scale sustainably, support future innovation, and deliver consistent value to both guests and the business over the long term.

Achievements

The Circle program redefined loyalty at Target, transforming fragmented initiatives into an integrated, scalable platform that deepened guest engagement, accelerated enterprise growth, and strengthened long-term brand value.

Redefining Loyalty as an Enterprise Growth Platform

I led the transformation of Target’s loyalty program from a collection of fragmented initiatives into an integrated, scalable platform designed to drive long-term enterprise growth. This work reframed Loyalty from a promotional layer into a core system that connected guest value, business strategy, and execution across channels.

By architecting and launching the unified Circle platform, I translated business ambition into a durable experience model that was intuitive for guests, operationally coherent for teams, and extensible for future growth.

Measured impact included:

User Acquisition: 1.4 million new members joined during the relaunch, driven by improved clarity, visibility, and a more seamless end-to-end experience.
Financial Engagement: Over 500,000 new RedCard applications, signaling increased guest trust and deeper engagement with Target’s financial ecosystem.
Offer Performance: A 22% lift in promotional redemption, reflecting stronger guest connection, improved relevance, and greater campaign efficiency.

Together, these outcomes demonstrate how systems-led, human-centered design can unlock enterprise-wide results, deepening loyalty, accelerating revenue growth, and strengthening Target’s long-term brand value at scale.

What Scaled Beyond the Relaunch

The impact of this work extended beyond the Circle relaunch itself. The systems, operating models, and decision frameworks established during this transformation became reusable patterns across teams and initiatives.

Key elements that scaled:

A shared platform mindset for evaluating guest value and enterprise impact
Clear decision rights and operating rhythms across Product, Design, Engineering, and Marketing
Repeatable frameworks for translating insight into prioritization and investment
A common language for balancing experimentation with operational rigor

These capabilities enabled the organization to move faster with greater confidence, reducing dependency on individual leaders and creating durable conditions for future growth.

Leadership Perspectives on My Impact

Product & Platform Leadership

Working with Twisha fundamentally reshaped how our product organization operated. She aligned diverse teams around a clear, human-centered vision while balancing business realities and technical constraints.

Her leadership elevated not only the quality of our user experience, but how we prioritized, collaborated, and delivered. The impact continues to show up in how Product, UX, and Engineering work together to create measurable business outcomes.

Principal, Product
Strategic Partnership & Growth

Twisha is a true strategic partner. She consistently connected user needs to enterprise growth, translating complex insight into clear, actionable strategy.

Her leadership in transforming our loyalty ecosystem went beyond improving the experience, it drove real business outcomes, from higher engagement to stronger retention. She raised the bar for how we think about innovation and long-term growth.

Senior Director in Circle Card Division
Enterprise Transformation & Longevity

Twisha’s leadership was instrumental in transforming our loyalty platform into a true enterprise growth engine. She built systems that aligned cross-functional leadership, operationalized human-centered insight at scale, and strengthened strategic decision-making across the organization.

This work didn’t just deliver a better loyalty experience, it reshaped how we create value for guests and laid a foundation for long-term engagement, brand equity, and resilience.
Senior Director, Loyalty