The AI platform, from the inside.

Leading UX for the unified data layer that powers an agentic AI framework.

The unified data platform was the system of systems — the customer record and data pipeline that an agentic AI framework reasoned over. I led user experience for the platform: a fast‑moving product area shipping to the most sophisticated enterprise users on the planet, on a weekly cadence, against an AI roadmap that was being written in real time.

The mandate had three parts. Expand the UX organization to meet the platform's surface area. Modernize the design system so product teams could ship against the new AI patterns without reinventing primitives. And build a measurement program so the work could be defended — and funded — in the language product and engineering leadership already spoke.

I recruited senior practitioners, reorganized around product surfaces rather than rituals, materially reduced component duplication in the design system, and stood up an enterprise UX measures program that tied qualitative craft to quantifiable business outcomes. Team satisfaction climbed by a double‑digit percentage in the first year.

Most consequentially for the business: the onboarding and orchestration work the team shipped compressed customer time‑to‑value from over four weeks to under one hour — turning a deploy‑and‑wait ritual into a same‑day moment of usefulness, and a new baseline for how quickly the platform could pay back its customers.

Care, at the scale of a nation.

Running the full experience practice — design, strategy, research, ops, accessibility, and content — for a care model that serves a multi‑million member base.

This chapter was a study in scale and specificity. A care model that spans clinical, operational, and member experience, integrated with the electronic health record, delivered across mobile, web, and the point of care. My remit was end‑to‑end: experience design, strategy, customer research and insights, research & design operations, digital accessibility, and content — unified as a single craft discipline across the enterprise, with one operating model, one quality bar, and one measurement framework.

We restructured the delivery model, built an EHR‑integrated experience architecture with our clinical partners, and redirected investment toward the highest‑leverage journeys. Clinical satisfaction rose by a double‑digit percentage; member engagement, by a comparable amount. The work was recognized with industry honors — but the deeper win was a care team that trusted the experience enough to use it fluently under pressure.

Plate · Motion "Care model as interface" — a short film of the redesigned member experience. Withheld on the public edition

From thirteen to one hundred and fifty.

Building a UX practice from scratch at a hundred‑year‑old insurer — and inventing the playbook as we went.

When I joined the company there were thirteen designers. Four years later there were more than one hundred and fifty, organized as a Center of Excellence I established, with accountability across all mobile applications and customer‑facing web — a flagship mobile app, a complex web of agent tooling, and the policy, claims, and servicing systems beneath them. The UX CoE delivered an eight‑figure ROI two years ahead of plan and became the template leadership used to reorganize adjacent technology functions.

In parallel, my team and I co‑invented five U.S. patents on adaptive, AI‑driven user experience — the conceptual backbone for how the company would eventually use behavioral signals to personalize product, pricing, and service in regulated contexts.

Six businesses, one voice.

Leading experience across six lines of business — through a multibillion‑dollar industry merger and the launch of a new entertainment product.

The carrier years were about coherence under pressure. My span covered six distinct audiences and business models: the postpaid consumer, the small‑ and medium‑business owner and enterprise buyer in the B2B portfolio, the value‑conscious consumer of a sub‑brand, the newly integrated post‑merger customer, the living‑room household of a new home‑entertainment product, and the prepaid line of business. Each had its own product, its own cadence, and — if left alone — would have had its own experience vocabulary, too.

We held the line on one voice across the six. For the B2B portfolio, that meant building a shared experience language so hundreds of contributors could ship without fragmenting the system. For the merger integration, it meant designing what I came to call the yellow lifeboats — the transitional moments a legacy customer would cross on the way to becoming a customer of the acquiring brand. The segment profiles between the legacy and the acquiring base were materially different; the lifeboats were where we let that difference be visible, honored it, and designed with intention rather than papering over it. For the new home‑entertainment product, it meant a consumer launch on a calendar that would not move. Retention signals improved across the board, and the governance model outlasted the re‑orgs.

One library, many surfaces.

Creating a single design system across the flagship website, mobile apps, and in‑store kiosks — and making the business case for omnichannel customer experience that landed on an industry CX forum stage.

I led UX for the retailer's digital customer‑facing platforms and created a shared design system that was then leveraged across the consumer website, the flagship mobile app, the home‑and‑decor app, and the in‑store kiosks, including the appliance kiosk featured later in this chapter. One library, many surfaces. The discipline was in the governance — a shared definition of done that let product teams across very different channels move forward without fragmenting the brand.

In parallel, I authored an omnichannel customer experience business case — When Digital and Physical Meet — that an industry customer‑experience forum recognized as a reference model for retailers trying to unify the two worlds. It quietly reframed the conversation inside the company from "the website team" and "the store team" to one customer, many moments.

The appliance kiosk is the visible artifact, and it does what a good interface should do: it takes the firehose of SKUs, specs, and price points and helps a person make a decision they are proud of, later. But the deeper work was the library underneath — and the case that got the rest of the organization to use it.