Senior Product Designer for complex, AI-enabled products

Product design for teams shipping software — discovery through implementation.

Led design across admin and learner surfaces, and owned the design system.

• Designed and shipped JEM, an AI journey-mapping tool, after teams were spending an estimated 10–15 hours per discovery cycle hand-synthesizing help docs, transcripts, and support tickets. Built source ingestion, a guided AI scoping chat, and an editable persona-by-stage canvas, defined the data model, and shipped it with the platform's lead engineer on Nuxt 3, Vue 3, Cloudflare D1, and the Claude API — ten fixes shipped during the first week of internal use.
• Led discovery on Checkpoints, an approval-workflow feature tied to a commercially significant expansion opportunity, with several at-risk accounts depending on it: synthesized 60+ support tickets, Slack signals, and internal case notes into four persona journey maps and five go/no-go gates before GA — including silent auto-approvals, a compliance risk no ticket had named.
• Owned the design system, built from scratch on Vuetify 3: token layer defined first, 50–100+ standardized and documented components referenced directly by engineers, and a governance rule that every custom component traces back to a real primitive — so 8–12 engineers build from one shared taxonomy instead of drifting into one-offs. Defined the Component Spec Framework, a repeatable design-to-engineering handoff standard deployed across four product surfaces. Specs held to WCAG AA.

Designed the World Financial Group (WFG) agent portal — the tools licensed agents work in daily.

• Redesigned new-agent onboarding — a card-based homepage over a blank dashboard, with entitlements shaping what recruits versus licensed agents see. Targets were set from research and usability testing; no post-launch numbers were measured.
• Joined a redesign whose direction was already set and pushed to add user interviews and usability testing anyway, then built a custom design system for WFG — branding and functional requirements did not map cleanly onto off-the-shelf patterns — while navigating four years of financial-services compliance review and mentoring 3–5 designers on accessibility and systems thinking.
• Rebuilt global navigation around a goal-oriented architecture ("Manage My Business," "Grow My Business") rather than the org chart — grounded in card sorting, preference testing, and A/B testing with 100+ licensed agents, accepting that rarely-used tools become harder to reach.

Owned the Digital Sellers Guidebook — an adoption problem wearing a platform problem as a disguise.

• Sellers treated the existing platform as overhead rather than help. Stakeholder interviews with sellers and managers surfaced the real constraint: high cognitive load and no time for training. Any fix that asked sellers to learn something new, somewhere new, would have failed the same way.
• Built the guidebook on WordPress for easy integration with existing IBM tools, structured around three pillars: product pages, a role-segmented knowledge base, and a searchable video library.
• Restructured that knowledge base around seller journeys — Clients, Contacts, Communications, Opportunity — with manager and seller paths separated, instead of mirroring how the content team was organized. Delivered training workshops internationally, including sessions in China and India.

Copywriter to team lead — managed a global content team producing 2,500+ annual client profiles, improving submission-to-publication workflow efficiency by 50% through process redesign and editorial standards.