Recruited as the first Vice President of Design to mature the design organization to prepare for potential IPO and scale.
•Establishing framework and process for evolving the design organization into high performing teams, including defining and building user experience, research and content strategy deliverables, defining career ladders, refining design critique and ways-of-working process.

Pivotal leadership role in helping H&R Block during its corporate transformation to deliver on its vision of blending human help with digital tools to increase revenue and improve the loyalty of customers and increase retention of Tax Pros, while enabling customers to start, continue and finish their tax filing process in-store and/or online. Key contributor to driving annual revenue for 2021 at $3.414B, a 29.33% increase from 2020.
•Led process with HR to reduce headcount to stay within new budget constraints established with Bain & Co and H&R Block Sr. Leadership. Launched toolkit and scorecard to make key personnel decisions. Reorganized product, research, content strategy and design teams to better align with skillsets and each channel, while increasing retention by 96%.
•Introduced OKR's to align and streamline the Product and Design teams around goals and priorities and created the prod- uct teams first tool to prioritize features across various roadmaps and business units. Th

Elevated profile of team of 48 Researchers and Designers to craft both internal and external .com experiences. This effort included defining journeys to drive forward-looking strategies to increase NPS, adoption and task completion times. Inherited team of 32 and scaled to 48 in 12 months to build tools for Associates to use in-store while maintaining 98% retention rate.
•Through educating business leaders at various levels (Sr. Director through Officer) on the value of the design org, methods, time and budget required, demand for the team grew 280% within first 9 months. Process definition, establishing quality standards and testing protocols were key milestones during time in role.
•Defined processes and established quality standards and testing protocols that reduced testing and iteration loops by 60%, and decreased task completion rates by 45%.
•Restructured U.S. design team (Bentonville, Reston, San Bruno, Portland) and oversaw omni-channel customer experiences. Selected to tr

Co-led the 250+ global McKinsey Design team to define disruptive solutions for customer experience, innovation, and digital transformation initiatives across industries. This included omni-channel strategy, qualitative research and Journey definition.
•Collaborated with Partners to define new opportunities, build digital capabilities, and deliver human-centered products, services, and experiences.
•Led cross-functional teams through design-thinking process to develop product strategy, design, prototype and test concepts that increased adoption by 25% compared to earlier solutions as well as increasing buy-in across various functions.
•Initiated operational improvements using lean methodologies to drive 45% efficiencies for merchants at the world's largest retailer.

Led redesign of it's MineStar (NextGen) product which solves operational challenges through predictive analytics, conducted qualitative research, and created personas, journey maps and UX strategy in Perth and Brisbane Australia with Caterpillar clients BHPB and FMG.
•Redesigned MineStar product and increased asset utilization by 17% with MVP deployed across 5 sites. Decreased Percent Scheduled Downtime by 25% during it's rollout at MineExpo.
•Consulted with agile development teams to instill process to ensure core UX activities and deliverables are ac counted for, along with recommending ways for global teams to increase consistency and transparency in day-to-day processes. Clients included Caterpillar, Samsung, Carnival, Visteon and start-up Useful.

Recruited to Best Buy by Scott Durchslag, President, Global e-Commerce & Marketing as a key role in the Best Buy turnaround strategy, reported to Chief Design Officer.
•Led a Digital Experience Center of Excellence, comprising UX Strategy, User Research, Information Architecture, Visual Design, Content Strategy, and Program Management. Inherited a team of 30, scaled to 58, reorganized functions and established user-centered and lean UX processes. As a result, demand for the Digital Experiences team services grew 300% in first 6 months.
•Key contributor to NPS increase of 300 basis points with e-commerce growth rate of 6%. Managed agency partnerships with various digital strategy and design agencies/firms. Initiated company's first attempt at innovation workstreams to enable forward-thinking, mobile-first strategy and prototypes. ADDITIONAL EXPERIENCE

Recruited to lead the smart grid effort – funded by grants through the Department of Energy.

Recruited to lead their first b2c e-commerce enabled experience.

Led an internal UX practice and partnered with Sam Lucente and his stable of design strategy partners (IDEO, frog design, Stone Yamashita, BMW DesignWorks) to overhaul the HP brand experiences.

Chosen to represent IBM-USA to IBM-France, and led their largest e-commerce initiative with client Renault and established processes and methodologies to mature and scale the IBM France Studio.