Enlighten: Building an integrated experience practice.

I shaped our creative capability as Experience Design and built a Content Strategy practice alongside UX and design. That structure gave discipline leaders space to develop people’s skills, while account work brought leads together around a shared brief and purpose.

This structure helped us solve problems that crossed different specialties. We made developing people part of our daily work. I clarified roles in interaction design and architecture, supported team self-assessment, and helped shape our paid apprenticeship into a path for people’s next steps.

Janus Capital needed a digital experience that made it easier for financial advisors to evaluate and explain investment products. I met with advisors and Janus leaders, led design reviews, built prototypes, and tested the experience directly with advisors so the work could support that goal. Working with legal and compliance teams helped us make sure everything was accurate and built trust.

I connected fund taxonomy and navigation to the information advisors needed to tell a clear investment story, like performance, holdings, risk, fees, manager commentary, and fact sheets. The fund page worked well in client conversations and for people doing their own research.

AAA Banking brought a new audience and a different product challenge. I led an eight-person team across UX, visual design, research, and business analysis, and took direct responsibility for journey mapping and segmentation. Interviews and site analytics helped us understand the differences among existing customers, AAA members considering banking, and people new to the brand.

AAA Life ExpressTerm brought product strategy and marketing together for a sensitive online purchase. We focused on people ready to buy online, making the process clear and supportive. Life-event profiles and comparative research helped us frame the need around real responsibilities people have.

Prototype testing showed why the order of steps mattered. People wanted to see a quote before sharing personal information. They also needed clear information about health questions, beneficiary terms, and whether the next payment step would charge them. I prepared integration flows and annotated screens, clarified adaptive layouts and campaign-template scope, and worked closely with engineering and AAA Life’s leaders to match those needs.

I also helped shape product-comparison content and marketing copy for product pages, campaign landing pages, and email. That kept convenience and reassurance connected from the first promise to the final action.

Kao’s consumer brands gave us a chance to connect strong creative work with useful services. I led the redesign and UX direction for John Frieda, Jergens, and Bioré, with specialist teams building the experience. John Frieda brought together product advice, loyalty, and hair-care content.

Mobile planning made priorities clear. Our team ranked the Product Advisor, shade selector and store finder based on customer needs, with the advisor relying on mobile optimization. I stayed involved as the team regrouped on scope and deliverables. Bioré used the same approach to responsive design, guided by audience mobile behavior, site analytics, competitive review, and a working prototype.

Our creative work also included content production. For illy, my team and I worked with the European client to adapt films for the U.S. market, creating new edits, voiceover, and graphics.

For Jimmy John’s, I led UX development for online ordering, guided by the brand’s promise of speed. Our team worked on information architecture, store journeys, ordering flows, and design reviews to support that promise and make the ordering experience faster to understand.

UDR highlighted the operational side of experience design. The property platform needed rearchitecture, redesign, and a CMS, along with search, floor-plan availability, imagery, and leasing paths. I worked with client operations and technology teams to make sure our design recommendations matched the organization’s ability to prepare, manage, and publish the material behind the screens.

Enlighten showed me that a practice earns trust by helping people do their best work. Specialists need clear direction, good partners, and real ownership. Clients need to see the decision in front of them and how it connects to their business. I carried forward the ability to move between those levels and help teams make the promise real.