Your checkout is the best salesperson in the building and you have never once trained it.
Every other part of your commercial operation gets resource, attention, briefing, and performance review. Your acquisition team is managed to a CPA. Your CRM team has a quarterly programme. Your agency has a monthly reporting rhythm. Your checkout, the single moment in the entire customer journey where the buying decision either completes or dies, is running on a configuration that was set up during the platform launch and has been tweaked at the margins ever since.
I worked inside a matrix organisation where product, sales and marketing all had a view on the customer journey right up to the point of transaction. Then the transaction itself belonged to nobody. It sat in the product team's roadmap as a lower priority than new features and in the marketing team's remit as someone else's problem.
You are losing between three and six percent of baskets at checkout to friction that has a name, a location, and a cost that nobody has calculated precisely because calculating it precisely would make the conversation about fixing it unavoidable.
Examine the checkout as a commercial asset. It is the most underleveraged one you have.
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