Senior Product Designer
who designs the decisions before the build starts with Research → Decisions → Systems → Implementation

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 lost 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 — ten fixes landed in week one.
• Led discovery on Checkpoints, an approval-workflow feature carrying $500K+ ARR and a set of at-risk accounts: 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: token layer defined first, with 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. 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, grounding the work in real agent pain points instead of assumptions carried over from the prior portal — at a time cost the team had not budgeted.
• Built a custom design system for WFG instead of an off-the-shelf component set — branding and functional requirements did not map cleanly onto existing patterns.
• Rebuilt global navigation around frequency of use rather than the org chart — agents wanted fewer steps to the tools they used constantly, like Commissions and Client Management, 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.

Copywriter to team lead — writing and cross-functional leadership before moving into product ownership and design.