Impact
A career-long pattern of building the systems that let design drive measurable business results, at every company, at every scale.
Revenue impact across my career
Bar chart. Revenue tied to design-led work: JCPenney $100 million, Superpages $55 million, the American app for iOS 26 $2.3 million and the American booking engine $111 million.
These numbers reflect design held to the same standard as product and engineering. They show real revenue, not just user satisfaction scores.
Team scale over time
Bar chart. Team size at each stage: 3 at JCPenney, 27 at Siemens, 40 at the start of American and 130-plus at its peak.
Growth and right-sizing draw on the same skill of reading what the business needs and building the organization to match it. Before COVID the team was 64. I reduced it by 30%, then grew it to 130+.
Operational and adoption results
Beyond the numbers
External companies have repeatedly sought my input on their own product direction, serving on customer advisory boards for a search platform and a user testing platform
Founded American Airlines' enterprise Design Thinking program, which more than 200 product teams now use to frame problems before committing to a solution
Founding member of the Design Executive Council, a group of the industry's senior design leaders
Championed a pay equity initiative to close compensation gaps across all levels, work that kept team members on the team two years longer, on average, than before the change
Built career pathways from entry level to senior manager, turning individual promotions into a repeatable system for growing talent within the UX organization