Nationwide partnered with Kadance to introduce precision-health services to eligible life-insurance customers. I worked across both organizations to determine how the experience could actually be delivered within Nationwide’s systems and standards.

A surprisingly difficult blocker emerged. Customers needed to make a one-time payment for the program, but Nationwide’s legacy systems made accepting that kind of transaction extremely difficult, and the teams had reached a deadlock.

I was in those discussions with Kadance’s CEO and with Nationwide leadership, finance, product and development. Rather than keep forcing the payment through systems that weren’t designed for it, I questioned the assumption underneath the problem:

Why does Nationwide need to take the payment at all?

I recommended moving ownership of the transaction to Kadance. Their leaner technology stack made the payment much easier to implement and removed the deadlock holding the teams up. Nationwide’s developers and Kadance’s designers and developers then built the new model together.

From there I held experience approval over Kadance’s work on Nationwide’s behalf. I worked mainly with their lead designer and reviewed the team’s work against Nationwide’s brand and UX standards. When it didn’t meet them, I stopped it and had the team revise it.

The project first looked like a digitization problem: take a document-heavy farm succession process and make it easier to complete online.

Research showed something more fundamental. Farm succession wasn’t really a form or a document workflow. It was a long-running relationship between farming families, advisors and specialists, with information that changed and decisions made over months or years. Meanwhile, around 40% of a specialist’s active case time was going into re-keying information that had already been submitted.

That changed how I thought the product should work. Rather than recreate the paperwork digitally, I helped redefine the product around a persistent case-management workspace that could carry a case for as long as it stayed open.

The shift reached past the interface. A case-management model could cut administrative work, give the organization visibility across cases and let specialists manage more of them.

Delivery was moving too slowly, so I proposed using Builder.io and AI-assisted design tools to speed it up. I made the case to AVP, VP and SVP leadership and they backed it. The tools were then rolled out to Nationwide’s entire design organization, which adopted them.

Canon Americas Lab started as a concept on paper: an innovation incubator that didn’t exist yet.

I worked on it from the earliest stages, across strategy, digital and physical experiences, UX and brand development. Much of my part was deciding what the Lab would be: its story, its vision, its identity and the voice it would speak in. That gave the wider team something concrete to build and, later, to run.

The Lab launched at CES.

What happened next: the Lab is still running. Canon describes it as a platform that connects prototypes with market opportunities, where its own teams work with startups and outside partners. At CES 2026 it showed 3D capture, low-light imaging, AI-based crop monitoring and the AMLOS SDK, alongside six startups. (Canon Americas Lab · Canon, CES 2026)

Gulfstream didn’t come to us asking for an iPad app. They came with a much broader problem: they needed a better digital way to sell an aircraft. You can’t bring a private jet to a sales meeting, and the brief didn’t say what should go there instead.

So the first job was working out what the product should be. After a period of discovery, I ran a design-thinking workshop with Gulfstream’s team to find out what a sales tool could actually do for them. A conventional web experience wasn’t going to be enough. Buyers needed something much closer to being inside the aircraft.

That became an immersive experience made for iPad and built in Unreal Engine. I worked closely with a lead developer to design and build it, so the sales team could show the G400 to buyers wherever they were.

What happened next: the G400 made its first flight in August 2024. Gulfstream still lets buyers experience the cabin in person, at its Savannah showroom, its Beverly Hills design center and on a world tour. (General Dynamics · Gulfstream)

People are particular about their photos: what they keep, what they’d edit, what they’d print.

I designed and ran a series of discovery workshops with people across the US to understand their relationship with digital images, and the mental models behind editing and printing them. With a group of designers, I distilled what we heard into insights and validated them through quantitative research.

I then helped design the UI for the first pilot of the Asurion Photos Expert Edit service, which ran live and asynchronous photo-editing sessions with existing customers.

Hum needed a reason for subscribers to open it.

I was part of a small team that ran a series of design sprints to develop new concepts for the app, aimed at more engagement and more value for subscribers. The feature set and weekly email we validated with users were added to the product.

A phone repair generates a lot of updates, and most of them go unread.

I optimized parts of Asurion’s claims portal for mobile, giving customers a more digestible overview of what was happening with their repair.

Alongside that, I owned an outbound email campaign, writing the copy and designing the emails, that invited customers to book a session with an Asurion Tech Coach to help activate their new device. The emails took a more human approach to outbound communication.

Cokesbury’s online store made people work to find things.

Another designer and I audited the existing platform, then took Cokesbury’s team through a two-day alignment workshop. From there we redesigned the experience around how customers navigate the site, discover products and complete a purchase.

The new store had simpler, color-coded navigation, more room for product discovery and better page performance, and customers spent less time on the checkout page.

Tax expertise at Deloitte lived in specialists’ heads, and it didn’t travel across the firm.

Another designer and I took the Deloitte team through a full-day design workshop, then ran discovery interviews with subject-matter experts. We designed a bespoke platform that let tax professionals share what they knew globally, and worked with a development team in Europe to bring it to completion.

The work didn’t stop at launch: we kept testing with users and improving the platform after it went live.