Point of Sale, Payments, and Shelf-Edge Pricing Modernization
Material recurring payment savings, improved store-system resilience, and reduced support demand.
Context
A cross-border, multi-banner home furnishings retailer was running end-of-life point of sale hardware with fragmented payment processing. Customer experience was inconsistent, PCI compliance exposure was growing, and every new store, including locations added through acquisitions, required manual configuration work with no standardized onboarding. Store teams were also losing significant weekly labor to manual paper price changes.
Role
Executive operating role. As Vice President of Retail Systems, Morris owned the store technology portfolio: vendor evaluation, business case, rollout governance, and the operational outcome after go-live.
Actions
Morris built the business cases from first principles rather than from vendor ROI calculators, modeling store labor, payment economics, and error rates against real store formats. He defined integration requirements before evaluating vendors, established go/no-go readiness criteria for each store, and structured phased pilots that had to prove specific operating conditions before any program moved to chain-wide rollout. Weekly executive reporting kept stakeholders informed without adding overhead to the delivery team.
Outcome
- Mobile point of sale with e-signature deployed chain-wide on a new store device fleet
- Delivered material recurring payment savings through payments modernization
- Reduced store device hardware cost while improving floor usability and associate adoption
- Improved store-system resilience and reduced support demand on the help desk
- Validated labor efficiency and pricing-accuracy improvements through a phased shelf-edge pricing pilot before scaling
- Standardized integration playbooks reduced the effort to onboard acquired store locations
The full career record
Employers, titles, dates, and the mandates I am focused on.