This interview is with Eugene Mischenko, President at E-Commerce & Digital Marketing Association.

Eugene Mischenko, President, E-Commerce & Digital Marketing Association

As a leader in the e-commerce and digital marketing space, can you share your journey and what led you to found the E-Commerce & Digital Marketing Association (ECDMA)?

When I look back at my journey, I see a series of bold pivots rather than a single defining moment. My career began in the early days of digital transformation, long before e-commerce was mainstream, with brands just starting to explore what “online” could mean for their customers and growth. I’ve had the privilege of leading teams at METRO, Sanofi, L’Occitane en Provence, and others, witnessing firsthand that digital success isn’t just about technology—it’s about people, collaboration, and the willingness to rethink everything from the ground up. Each step reinforced the value of open knowledge-sharing across disciplines and borders.

A particularly meaningful turning point for me was moving from Russia to another country. That moment forced me to both look back—reflecting on the lessons and relationships I’d built—and look forward, embracing new opportunities and challenges in a different environment. It gave me fresh perspective on what connects professionals around the world, and also on what holds us back.

That’s what inspired me to found the E-Commerce & Digital Marketing Association. I wanted to build a truly global space where leaders and practitioners could collaborate, set new standards, and recognize excellence beyond borders or headlines. ECDMA became a hub for innovation, professional growth, and genuine community, uniting experts from different countries and backgrounds.

Today, our members are publishing research, judging international awards, launching new initiatives, and mentoring the next generation of digital talent. I’m proud of the progress we’ve made together, and I believe our most important work—creating a stronger, more connected digital marketing community worldwide—is only just beginning.

What inspired you to transition from leading e-commerce for global brands to becoming an international consultant in digital strategy?

For me, the move from leading e-commerce for global brands to working as an international consultant wasn’t a sudden career change—it was a natural evolution, shaped by a mix of curiosity, restlessness, and a desire to do work that truly matters. When you spend years at the helm of digital transformation projects for big companies, you gain a front-row seat to both the opportunities and the growing pains that organizations experience. At METRO, for example, launching and scaling a new e-commerce division taught me how to navigate complexity, align different teams, and drive results in a high-pressure environment. At L’Occitane en Provence, I learned that success in digital is as much about culture and mindset as it is about technology or budgets.

But after a while, I realized that my learning curve had started to flatten. I knew the playbook; I understood the patterns. That’s when I began to ask myself: how can I multiply my impact? How can I help more organizations—not just the one I happen to work for—embrace change and build for the future?

The answer started to take shape when I moved from Russia to another country. Relocation, especially as an established professional, is never easy. You leave behind networks, routines, and a sense of certainty. But for me, that disruption became a catalyst. It forced me to see my career—and the entire digital industry—with fresh eyes. Suddenly, I was in a new market, surrounded by different business cultures, and I felt an incredible sense of possibility. It was like hitting the “reset” button—not on my experience, but on my perspective.

Consulting emerged as the perfect platform to channel everything I’d learned while continuing to grow. I could now work with a range of clients, each with their own ambitions, challenges, and ways of thinking. What I found most exciting was how much I learned from my clients in return. Every engagement, whether it’s a B2B startup in need of a go-to-market strategy or a traditional retailer looking to reinvent its customer experience, pushes me to adapt and stay curious.

What I love about consulting is the diversity—no two projects are ever the same. It keeps me on my toes and ensures I never stop learning. And, frankly, I enjoy the responsibility of helping others avoid mistakes I’ve seen (or made myself) along the way. There’s a certain satisfaction in seeing a client succeed—sometimes by applying proven frameworks, sometimes by helping them see their own strengths in a new light.

Can you describe a challenging digital transformation project you’ve led and the key lessons you learned from that experience?

Across all the companies where I’ve led digital transformation—whether at METRO, L’Occitane, or Sanofi—the toughest challenge was never the technology itself. It was always people’s fear of change.

I noticed a recurring pattern, especially in large organizations: people on the ground, especially in sales or operations, worried that e-commerce or digital projects would eventually make their roles redundant. Other departments sometimes felt that by launching new initiatives, we were indirectly saying their old ways of working were obsolete. That creates resistance—not out of stubbornness, but because it’s human nature to protect what you know and value.

What I’ve learned is that you can’t simply push digital projects from the top and expect everyone to fall in line. One of the most important—and most overlooked—responsibilities is to communicate honestly and consistently, showing teams that transformation isn’t about replacing them. It’s about helping them do their jobs better, opening up new opportunities, and making the company stronger as a whole.

A big part of my approach was always to spend time with frontline teams, listen to their concerns, and make it clear that we weren’t the enemy and certainly not a substitute. Instead, I tried to show how digital tools and new approaches could actually make their daily work easier and more impactful. That shift—from fear to partnership—makes all the difference.

In every project, the biggest wins weren’t the technical rollouts or KPIs. They were the moments when teams started to see the potential for themselves, and when departments began collaborating in ways that simply weren’t possible before. That’s when real transformation starts to take root—not just in systems, but in the mindset and culture of the organization.

In your work with ECDMA, what’s the most common misconception about e-commerce that you encounter among business leaders, and how do you address it?

One of the most common misconceptions I hear from business leaders—even today—is that e-commerce is simply about launching a website or a mobile app and waiting for customers to show up. There’s this idea that it’s a technical upgrade, not a strategic shift. Many still believe e-commerce is something you “add on” rather than a fundamental change to how your business operates and connects with customers.

I see this all the time in my work with ECDMA and in consulting: leaders underestimate how much e-commerce changes everything, from logistics and customer service to pricing, data management, and even company culture. It’s not just an online store—it’s a new way of thinking and serving your market.

When I talk to business owners or executives, I try to reframe the conversation. I show them that e-commerce is not a magic switch; it’s an ongoing process that requires investment in people, processes, and a willingness to break down silos between departments. Success in e-commerce depends on collaboration, constant learning, and adapting quickly to changes in the market.

Often, I’ll share examples—not just of big global brands, but of companies in our region who’ve succeeded by treating e-commerce as a strategic priority, not a side project. And I’m honest about the work involved: there are no shortcuts, but if you commit to real transformation, the payoff is not just digital sales, but a stronger, more resilient business overall.

How has the rise of AI and machine learning changed the e-commerce landscape, and what advice do you have for businesses trying to leverage these technologies effectively?

The rise of AI and machine learning has truly redefined what’s possible in e-commerce—and I’ve had the privilege to explore this both on the front lines and through my academic work. As someone who is currently writing a dissertation on “Applied Marketing and Artificial Intelligence: Strategic Adaptation and Performance Enhancement,” and having personally published more than 15 research papers on this topic, I can say with confidence that AI is now central to every aspect of digital commerce.

In the research I’ve conducted and reviewed, we consistently find that the companies seeing the most success with AI aren’t just automating old processes—they’re reimagining how they engage with customers, make decisions, and even develop new business models. AI is powering not just better product recommendations or targeted ads, but also more efficient supply chains, dynamic pricing, and deeper, real-time insights into customer behavior.

My main advice to businesses is to treat AI as a strategic capability, not just a technical add-on. Start by being clear about your goals and pain points. Invest in building a strong foundation: good data, team skills, and a culture that’s open to change and experimentation. One of the key findings from my dissertation and research is that success with AI isn’t about chasing trends, but about continuous learning and adaptation—aligning your strategy, people, and technology.

Ultimately, AI and machine learning are not replacing human creativity or leadership—they’re enhancing what’s possible. Businesses that approach these tools with curiosity, clear purpose, and a commitment to learning will find themselves far ahead of the curve.

Based on your experience, what’s one underutilized strategy in digital marketing that you believe more companies should be implementing?

One often overlooked strategy in digital marketing is investing in community-driven content and user advocacy. While most companies focus heavily on paid advertising, influencer marketing, or content they create themselves, they tend to miss the enormous value that comes from genuinely empowering their own customers, employees, and fans to become brand storytellers.

In my experience, brands that actively nurture real communities—whether through exclusive online groups, educational content hubs, or meaningful offline events—create a sense of belonging that no algorithm can replicate. I’ve seen this approach transform not only customer engagement but also talent retention and even innovation pipelines. Some of the most interesting case studies I’ve come across in my research involve brands that made their loyal customers or front-line employees the heroes of their digital campaigns, giving them the tools and recognition to share their own experiences.

My advice: shift at least part of your marketing focus away from controlling the narrative and toward facilitating authentic conversations around your brand. This takes patience and a willingness to give up some control, but the long-term impact—in terms of trust, advocacy, and organic growth—is far greater than what you get from traditional campaigns alone.

I believe companies willing to invest in real community-building will see compounding returns, especially as consumers become more skeptical of polished advertising and crave genuine connections in the digital space.

As e-commerce continues to evolve, what do you see as the biggest challenge facing online retailers in the next 5 years, and how can they prepare for it?

The biggest challenge I see for online retailers over the next five years is a fundamental shift in how customers discover and choose products. Customer acquisition costs (CAC) are already rising rapidly. Traditional channels like paid search are becoming less effective—people are increasingly turning to AI assistants instead of typing queries into Google, which means brands will have to rethink how they connect with new customers.

At the same time, large marketplaces are tightening their grip on the market. They’re not just raising commissions; they’re aggressively pushing their own private-label products, often at the expense of third-party sellers. As marketplaces own the customer relationship and control the search experience, independent retailers risk becoming invisible—or interchangeable.

My advice to online retailers is to stop relying on the tactics that worked five years ago. Start investing now in building direct relationships with your customers. Focus on creating unique products, memorable experiences, and brand loyalty that can’t be replaced by an algorithm or a private label. Explore new channels—such as AI-powered discovery platforms, communities, and partnerships—that let you reach audiences outside the walled gardens of the big marketplaces.

It’s not about abandoning marketplaces altogether, but about making sure you’re not dependent on them for survival. The winners will be those who control their own brand, their own data, and their own customer experience—no matter how the digital landscape shifts.

Can you share an example of a leadership approach you’ve used to successfully guide a team through a major digital transition?

One leadership approach I’ve found essential in guiding teams through major digital transitions is a genuine commitment to listening, adapting, and sharing responsibility. Early in my career, I thought strong leadership was about having all the answers and driving the change myself. Over time—and through a few tough lessons—I realized real transformation only happens when the team feels heard, trusted, and empowered.

When I was leading a major digital shift at METRO, I started with my own vision for how things should look. But as I talked to people in different departments, it became clear that some of my assumptions didn’t match their realities on the ground. That experience taught me that it’s critical to create space for open dialogue—even when it means admitting you were wrong, or changing direction based on team feedback.

Now, my approach is always to be present and transparent about the “why” behind big changes, but also to invite debate and encourage people to challenge my ideas. I believe in delegating real responsibility to team members and trusting them to lead parts of the project themselves. When someone brings a better solution or a new perspective, I don’t hesitate to acknowledge it—and to adjust course.

Finally, I make it a priority to recognize and reward those who contribute, especially when they go beyond their formal role or help others adapt. Awarding initiative and teamwork not only boosts morale but also reinforces that everyone is part of the transition’s success.

In short, I’ve learned that strong leadership during digital transformation isn’t about control—it’s about listening, adapting, sharing credit, and building a culture where everyone feels invested in the outcome.

Looking back on your career, what’s the most valuable piece of advice you’d give to someone just starting out in e-commerce or digital marketing today?

The most valuable advice I can offer to anyone starting out in e-commerce or digital marketing is: always challenge the status quo. Just because something works today—or has worked for a while—doesn’t mean it’s the only or the best way forward. This is an industry built on change, and the greatest opportunities often come from questioning established practices and daring to try something new.

Throughout my career, the moments that led to real breakthroughs were the ones where I or my team were willing to ask: “Why do we do it this way?” or “What if we tried a different path?” It’s easy to get comfortable with familiar tools, strategies, or routines, but comfort can quickly become a barrier to growth.

Don’t be afraid to experiment, to propose new ideas, or to respectfully challenge even your own assumptions. The digital landscape is full of examples of companies and professionals who missed the next big wave simply because they stuck with what felt safe.

And finally, surround yourself with people who think differently, and listen carefully to those on the front lines—they often spot shifts before anyone else. Progress in this field doesn’t come from following a script, but from curiosity, courage, and a willingness to rewrite the rules.

If you build your career around that mindset, you’ll always find your place in the next evolution of this industry.

Thanks for sharing your knowledge and expertise. Is there anything else you’d like to add?

Thank you for the opportunity to share my experiences. If I can leave one message, it’s this: we’re living through the most dynamic era our industry has ever seen. For those willing to challenge convention, embrace new technologies, and connect with like-minded professionals, there’s never been a better time to make an impact.

I’ve had the privilege to drive transformation for global brands, lead pioneering research, and work alongside some of the brightest minds in digital marketing and e-commerce. I’m proud to contribute as both a practitioner and a thought leader, and my mission is to help raise the bar for our entire field—through ECDMA, my research, and my work with companies around the world.

To anyone reading this: don’t settle for following the crowd. Push the boundaries, build your network, and have the courage to ask what’s next. If you do, you won’t just find success—you’ll help define what success means for the next generation.

And if you’re looking for a community or a partner to help accelerate your journey, I’m always open to new conversations and collaborations.