About

I am a design leader who works on ambitious customer experience problems inside large organizations. Over my career, my work has expanded from designing individual experiences to shaping product strategy, customer experience, and organizational change, but design is still the lens I bring to the work. I want to understand what we are trying to make better for people, give that ambition form, and help an organization figure out how to make meaningful progress toward it.

At Vanguard, that has often meant taking broad goals such as digital growth, better investor outcomes, or experience transformation and turning them into clearer customer problems and experience strategies that teams could act on. I tend to work in the space between the ambition and the reality of delivering it, helping leaders clarify what matters most while giving teams enough direction to make good decisions without prescribing every answer.

I bring a product mindset because good design decisions have to account for the environment around them. Technology, data, business priorities, ownership, and organizational readiness all influence what can be created and how quickly progress can happen. I see those realities as part of the design challenge, and part of the responsibility of a design leader is helping the organization find a path that keeps the experience ambition intact while still moving forward.

The work I enjoy most is where the customer experience can help make an enterprise strategy tangible. That is where design can create clarity, help people see possibilities, and turn a broad aspiration into something teams can actually build toward.

Selected work

Digital Growth at Vanguard
I helped shape a growth strategy that connected better investor outcomes with personalization, experimentation, and stronger digital capabilities. Within six months, product and customer experience improvements contributed $118M in revenue, while experimentation increased 210 percent in the first three months.

CX Alpha
I led client experience work exploring how Vanguard could combine what it understood about an investor with behavioral science and investment methodology to help people make better financial decisions. Across the experiments, the program measured more than 1.7 million client actions and more than $890 million in client value.

Enterprise Transformation
I helped grow customer centered product and design practices from an early pilot to more than 250 multidisciplinary teams. The work focused on keeping the customer experience visible as the organization changed how teams were structured, how decisions were made, and how work moved from strategy into delivery.