Selected Work

Red Hat’s growth plan needed software that customers could adopt on their own, but its products didn’t work together. I changed how design worked with Product and Engineering and led a portfolio-wide AI vision.

Financial advisors called eMoney Advisor’s planning software hard to use, and poor design was costing millions. I rebuilt the UX team, embedded it in product development, and set a product vision with other teams.

Travelers’ own call center told customers to avoid its app. I made the case for a new app and led design and research for the team that rebuilt it.

No one at Travelers owned a customer’s whole journey, and the company was losing sales and customers. I led design for the first team to own a journey and codified its operating model.

Travelers was wasting millions on repetitive design and development, and earlier fixes hadn’t lasted. I won CIO and CMO sponsorship and funding for a design system, with a permanent team to keep it improving.

Travelers trailed competitors in digital capabilities, and its Board of Directors wanted to know what it would take to stay relevant. With senior executives, my team built the business case the Board approved in full.