Grow Capabilities + Develop Team = Transform Work

Cummins Example: When I joined the project, Cummins was struggling with slow design sprints, siloed teams, and unclear role definitions in their digital onboarding and advisory experience. Communication issues and friction between UX, product, and engineering frequently delayed delivery and created rework. I helped integrate UX Agile and Scrum Master roles into the digital experience operating model, increasing design sprint velocity by 23% within one year. I managed three design pods with 10 team members, reported directly to the Lead of Digital Experience, and oversaw a combined project budget of $1.7M. The work required coordination across agency teams, internal product partners, and design operations.

I am skilled in OKRs, RICE, MoSCoW, and “working backward” methods, but I treat frameworks as tools, not theater. In healthcare and pharma, I have led corporate positioning, risk management, narrative strategy, and campaign planning. Enlighten: I developed a go-to-market strategy for AAA Life ExpressTerm and helped execute 20+ experiments, resulting in a 17% increase in conversion. I led a 65+ person multidisciplinary team and helped position Enlighten as an early digital consultancy. As part of the executive team with the Founder and President, I helped shape strategy, operations, and go-to-market decisions during a year of 125%+ revenue growth. Leo Burnett / Arc Worldwide: I co-founded Arc Worldwide’s Rich Media Group, scaling it from four to 35 people and overseeing digital content and production across the agency. Later, as operational lead for Digital Creative during Arc’s move to an account-based model, I helped align structure, workflow, and delivery with executive leadership. The work improved team efficiency, strengthened production capacity, and helped integrate multi-channel services.

I helped define and execute a quarterly roadmap for a platform serving a $145B market. The effort aligned 15 strategy and design pods, plus eight engineers on the design system, to business OKRs. I reorganized the Strategy, UX, and Design organization, reworked team interactions inside a SAFe workflow, and made scope, sequencing, and trade-offs more visible. At peak revenue, I scaled operations while retaining performance, shortened release cycles by 66%, and managed restructuring, cost savings, vendors, stakeholders, budgets, and P&L.

I leverage Agile, Scrum, and SAFe to achieve KPIs such as reduced cycle times and higher NPS. When making product decisions, I take a planned approach: I evaluate business objectives, assess user needs through data analysis and journey mapping, and factor in technical realities by working closely with engineering partners. Balancing all these elements allows me to make practical trade-offs, align with strategic priorities, and deliver value to both the business and end users. I drive value through data analysis, journey mapping, and continuous improvement. Team Development –

I have regularly presented to board members and the C-suite, focusing on product direction, performance, and investment decisions. Those briefings helped leadership agree on priorities, accelerate funding cycles, and strengthen cross-functional support for launches. I believe the best teams are built on trust, clear ownership, and the freedom to learn quickly from both wins and mistakes. My approach is to build a supportive culture where people feel safe raising concerns, challenging ideas, and learning from difficulties and successes. Experience has taught me a core leadership lesson: sustainable change depends on empathy, visible course correction, and enough humility to learn alongside the team.

I help organizations find where AI can add practical value to customer experiences, employee workflows, and operations. My experience covers healthcare, financial services, SaaS, B2B, technology platforms, and regulated industries. My approach combines service blueprinting, process analysis, governance, and business strategy to decide where AI should support people, automate mundane tasks, improve decisions, or create new services. I have led teams through multiple waves of technological change, including digital transformation, mobile adoption, design systems, analytics, and AI-enabled experiences. The goal is advancement that lasts. That means understanding how work actually gets done, aligning stakeholders, weighing build-versus-buy options, and establishing the governance, measurement, and change management needed for scale. I mentored team leaders to sustain feedback habits, developed documentation for new workflows, and helped establish ongoing forums for open communication. I continually cultivate environments where teams can deliver, experiment, and advance their work, even amid challenges or uncertainty. My role frequently bridges strategy and delivery, ambition and constraints, and executive goals and team reality.