What I lead, and what it changed.

As Director of Design Operations & UX Strategy at UX Design Lab (2025–present) I work across product design, accessibility governance and AI-ready transformation for design organizations. Part of that practice is the research, testing and application of the Team Capability Engine — a methodology by Pavel (Designer of Thought) that makes team skills, alignment and growth visible, so mentorship and career decisions rest on evidence rather than impression. I deliver it as a consulting service, alongside advisory work on accessibility and complex digital services.

Before that I co-founded Brady UX (2023–2025) and led design operations, strategy and ethical AI across eight-plus AI-focused client engagements. The work was less about model capability than about what a person can see, question and undo: explainability, recovery paths and human accountability designed in from the start. FIRST90, an AI-enhanced onboarding product, reported a 25% improvement in 30-day engagement after the update we designed — visible streaks, progress feedback, companion messages and keyboard-accessible interaction. That figure is the client's reported product measure.

Auro Prism is my own independent research in progress into neuro-inclusive product systems, thoughtful AI and calm operational interfaces, including a concept called Prism Pulse that turns UX, accessibility and SEO signals into prioritized, human-readable action while keeping the judgment with people. It is research, not a shipped program, and I describe it that way.

At Wayfair I led Design Operations for a design organization of 160+ people, leading 15+ designers, managers and partners across onboarding, tools, education, research operations, governance and 40+ practice guides.

The toolchain migration is the piece with the clearest numbers, all of them measures of that programme: 15% less time spent on design projects, a 30% decrease in development effort, $257K in annual savings from retiring the old toolchain, and 87% of designers reporting greater craft confidence. Separately, an internal B2B redesign reported 20% lower business expense and 15% greater service efficiency within a year.

NAVICA at Abbott connected five products into a single service for patients, testing staff, verifiers and administrators. I led design delivery across up to 22 designers in six time zones as daily use grew from roughly 10K to 100K, working with clinical teams on what an authentication pattern could reasonably ask of someone in gloves and a face shield. Abbott recognized the contribution with its President's Award, presented by CEO Robert B. Ford.

I am named as co-inventor on six U.S. design patents on the NAVICA Health Pass interface, assigned to Abbott Laboratories. I also built the global DesignOps practice here and stewarded a shared design system across 15 country sites, which reduced design and development debt by 30%. Earlier in the same period I worked as the enterprise tooling subject-matter expert with Adobe XD's product team in 2018–2019, shaping functionality for Abbott's enterprise rollout.

At The Home Depot I owned accounts, cart and checkout. I led the design of the one-page checkout, which reportedly lifted conversion 23%, and gave Save for Later a place in the cart so a considered purchase could survive the session — reported revenue rose 15% among customers using saved items in the first two weeks. Forbes reported that Home Depot's simplified online checkout cut customers' process time by 20% on average; I led the one-page checkout experience design. The conversion and revenue measures describe separate product changes.

At Arrive I led six UX resources through an end-to-end redesign of the consumer parking experience across desktop, mobile web and native apps, including the integrations that brought partner inventory into the booking journey (October 2017 – September 2018).

For Sephora × JCPenney (2015), in-store customer interviews established the gap, and comparing two flows showed that combining rewards and account access raised sign-in/up interaction from 12% to 46% — which is why the experience moved into checkout. A separate mobile rewards initiative reported 11% greater enrollment and 15.84% greater account linking. At One Technologies, research, testing and redesign of iOS and Android consumer-credit products reported +32% mobile engagement. The habit I care about is smaller than any of those numbers: know which decision the study is for before it starts.

I speak on design leadership and design operations for European digital leaders with ADVATERA, and I enjoy the sessions where practitioners bring the messy version of their problem rather than the tidy one.