Early stage startups seeking a strong design lead;

Mid-market companies or agencies with highly experienced design leadership; or

Larger organizations or agencies with mature design disciplines and design support staff (DSA, UXR, and/or Design Ops).

Collaborated with other EPD leaders on org-wide projects for our Global Financial Services (GFS) org, including partnering with: an Eng Lead on a new product proof of concept; the GFS Design Director on the org's post-restructure longterm vision presentation; and with various cross-functional product and eng leads to create a framework and guidelines for displaying multiple currencies in-product

The company's evolving revenue and product strategies, a company restructure, and a sudden public shutdown of small business accounts led to a cancelation of the BNPL product (just two weeks before initial public launch) — Brex would now focus on the needs of higher value mid-market and enterprise customers

Changing negative customer sentiment: in 2023, “credit limits” went from the #1 item on Customer Pulse (NPS) to no mention of “limits” by year’s end due to coordinated effort across GL leads' teams

When an improved customer credit limit experience became an explicit company KR in H2 2023, the GL teams were able to reduce the team’s key metric, regrettable limit drops — easily preventable reductions to customer credit limits — by 44% in Q3 2023, then further decrease them by 50% in Q4 2023 (smashing our already ambitious H2 goal by an impressive 200% attainment)

Set the long term product vision with EPD partners and sequenced large body of work into milestone releases: M1: Onboarding (Q2 2023); M2: Ongoing (Q3 2023)

Post launch, the updated Onboarding product experience reduced the total onboarding application time to approval from up to 12 days to an average of 3 business days

Concepted and proposed a dedicated product surface for managing ongoing underwriting needs, which enabled an area for credit limit/underwriting education, warnings, and streamlined financial document submission

Post launch, the updated Ongoing product experience rendered an average of ~60% of mm/ent customers successfully submitting their financial documents with no follow up or manual intervention needed, saving the UW Ops team about 4+ days of work for customer outreach, review and validation of customer documents submissions

Created and maintained a research plan, wrote interview scripts, and coordinated and held 15+ research calls with finance executives and directors of existing mid-market and enterprise customers

Customer research and cross-functional team interviews resulted in a more comprehensive view of the customer credit limit journey and allowed the product team a more clear understanding of how our operational teams fit into the product development and customer journey maps

Surfaced thematic elements, areas of opportunities, and product design concepts which EPD leads leveraged for quarterly planning and for structuring the team’s roadmap

We hypothesized that if a customer was continually making manual, one-time payments, they were the best suited for enabling the early payments feature

Concepted, designed, and launched an experimental upsell within the one-time payment flow and iterated design+eng quickly week over week to increase adoption nearly 3×

Over a period of 45 days, our UI treatment saw a >50% success rate in getting customers to resolve their affected accounts in order for us to ensure the most up-to-date financial data to maintain customers' credit limits

Although the initial UI treatment was implemented as a one-off, my proposal included a more systemic product framework for configurable detection triggers and custom communication and calls to action, which was implemented by Q4 2023

Drove GTM of Snap Kit (v1.0), Snapchat's first developer platform, which included product strategy, brand identity, and a marketing site that drove signups and showcased the platform's possibilities through illustrative product design demo apps — led to over 200 integrations with products like Fitbit, Netflix, Tinder, Venmo, and VSCO

One year after a successful launch, led the redesign of the Snap Kit assets to align with Snapchat's updated brand guidelines and introduce new platform capabilities — Snap Kit v2.0 enabled more than 800 app integrations, with nearly 150 million Snapchatters engaging with partner integrations every month

Unified the Snap web ecosystem through creating the first Snapchat design system, which served as the baseline for the team's future design system iterations (which also included introducing the team to Figma!)

On shortlist of "agencies of record" for Snap from 2017 until 2022 for various Snap product and corporate teams, including For Business (Ads), Corporate Governance, and Diversity, Equity and Inclusion (DEI) teams

Led the recommendations for an updated brand strategy, which enabled the company to experiment with launches of new sub-brands, e.g. Glossier Play

The new brand strategy included an updated site architecture (which another Studiohouse designer used to deliver a site redesign) — this enabled customers to browse products in more flexible ways and provided the product marketing team ways to cross-sell and up-sell products across inventory

Partnered with WorkOS founder Michael Gingrich on a brand strategy for a new platform for software companies to quickly scale into the enterprise market

Creative directed the first version of the company's brand identity, the foundations of which are still in use today

Led the app+software product design and UX teams, spanning SF, Austin, and Detroit

Internal council for various General Motors “urban mobility” programs: Cruise/Lyft (autonomous vehicle joint venture), Maven (residential carsharing), and BOOK by Cadillac (luxury carsharing)

Visually differentiated against competitors through a brand design refresh, which included selecting and managing an agency partner, art directing multiple photo shoots for updated creative assets, and introducing a custom illustration library for quicker turnaround on marketing materials

Directly influenced design and company culture through: internal design education (especially with leadership team), establishing values and brand character frameworks, founding a cross-functional “culture committee” to boost employee morale, and leading the planning of company-wide events (offsites, holiday and milestone celebrations)

Included by executive team for product concept and presentation design during fundraising and M&A efforts, leading to GM acquisition