My career has been about proving that design can reshape how companies work—not just how products look.

At P&G, I joined "Alchemy" as the second designer in this internal skunkworks group. Over four years, I grew the team from 2 to 12 designers. We took on a challenge: could product-led design thinking beat the traditional waterfall, agency-led approach that dominated the company? The answer was yes. We moved faster, learned quicker, and delivered better results by putting designers at the center of product development instead of at the end of the line.

Then I moved to Oral Care IT and established design operations for Oral-B Digital. The work was a different shape. This was the companion app for Oral-B's full line of Bluetooth-connected toothbrushes, software wrapped around hardware people hold in their hands twice a day. I led the app's relaunch across U.S. and Germany teams, brought in Figma as the unified workspace, and introduced dual-track design so we could ship predictably against hardware dates that don't move. We shipped on time, and the Apple Store rating climbed from 4.2 to 4.7.

I joined Paycor in 2021 as Director of Product Design with a team of 9 in transition and a product facing market headwinds. Within 90 days, I moved the entire organization from Sketch to Figma, centralizing work that had been scattered across multiple computers. Designers, product managers, and engineers finally knew exactly what the most up-to-date file was. By six months, I had rebuilt the team — bringing in new talent while promoting three high performers into leadership roles. Over the next three years, I grew the team to 22 product designers and managers, building the research infrastructure, design operations, and AI tools we needed to scale.

The real work was changing how design fit into the business. I led the creation of our UI/UX Vision that positioned user experience as central to Paycor's business strategy. That vision drove initiatives like our Dashboard Transformation, which flipped UI/UX from a top sales objection into a competitive advantage. I created frameworks like the Good, Better, Best framework that helped product teams make faster decisions. This was adopted across the organization and developed further into a company-wide planning framework after the acquisition. I developed Discovery/Research Swimlanes with product management leaders that clarified where each discipline leads and where we collaborate.

When Paychex acquired Paycor in April 2025, I led my team through the transition with transparency and care — and held the team together with zero attrition through months of uncertainty. After four years of building, I'm ready for the next challenge.