STRATEGY & LEADERSHIP
Turn complexity into a direction teams can move on.
I connect customer needs, product priorities, and the realities of delivery—then help teams make the next useful decision with confidence.
AI TRANSFORMATION · CVENT
I helped teams turn AI experimentation into a better way to work.
As AI began reshaping product design, I led pilots using real design challenges, learned and tested AI-native workflows, and coached designers on sound practices. We explored where AI could accelerate discovery, prototyping, and implementation while keeping evidence, craft, and human judgment at the center.
I partnered with senior leadership to assess return on investment, connect adoption to business priorities, and introduce processes that made useful workflows repeatable across the team.
RECOGNITION & TRUST
People and teams make the work matter.
Each recognition reflects the trust, generosity, and shared effort of the people I work with.
THE LEADERSHIP CHALLENGE
Make the work legible across disciplines.
Good strategy only matters when people can use it. I work with product and engineering leaders to clarify who we are serving, what problem matters now, and what evidence will tell us whether a direction is working. Then I make the design work visible early enough for partners to shape it—not just approve it at the end.
HOW I LEAD
Player-coach, with context and care.
I stay close to the work while building the conditions for others to do their best work. That means aligning goals and decision ownership, coaching designers through ambiguity, and establishing a team rhythm where product, design, and engineering can surface risks before they become expensive.
- Set direction: translate company and customer priorities into clear design outcomes and roadmaps.
- Build a healthy practice: introduce lightweight DesignOps, design sprints, and Jira workflows that make work and dependencies visible.
- Grow people: give designers useful feedback, room to lead, and the context to make sound decisions independently.
- Stay accountable: work alongside the team, validate ideas early, and help carry decisions through implementation.
A RECENT EXAMPLE · CVENT
From promising idea to shipped product.
At Cvent, I lead UX across six teams with 10 direct reports, working within a wider design organization of about 120. I partner with Product and Engineering leaders, including VP- and C-suite-level stakeholders, to connect team priorities with company direction.
I helped shape the strategy for two new experiences—an AI-powered platform enhancement and a template-based onboarding flow—and the teams shipped both ahead of schedule. AI-augmented discovery and prototyping helped us explore and validate directions sooner; close partnership kept the work grounded in customer needs and delivery context.
I created and led an AI Design Sprint using Claude and Figma MCP to move from a scattered idea to a high-fidelity prototype for testing and validation in one week. Across six pilot teams, four moved from idea to a working prototype in that time. The sprint compressed discovery from about three months to one week when teams had clear requirements and committed time.
The two pilots that did not convert surfaced useful conditions for success: teams need to protect time for the sprint, clarify requirements, and build confidence with AI tools. The work is designed to accelerate synthesis and prototyping while keeping designers accountable for user focus, quality, and the decisions about what should be built. Handoff experiments remain in progress.
Alongside the leadership work, I architect and govern a multi-brand Figma design system with theming, reusable components, and WCAG accessibility standards that serves about 50 product teams.
WHAT CHANGES
Better conditions for better decisions.
Teams gain a shared view of priorities, a more dependable path from exploration to delivery, and stronger ownership of the experience as a whole. Designers spend less energy navigating process and more energy learning from customers and improving the product.