I'm a UX Architecture and Strategy Specialist from Chicago, Illinois. With a demonstrated history of working in product and software development, I create digital experiences that are clean, innovative, compliant and most important — intuitive. I have been collaborating with or directing teams in agile (iterative, incremental) methods for over 8 years.
Lead team of UX Architects and Researcher on conceptualizing, rationalizing, and driving multiple projects to deliver best-in-class user experiences.
Optimized information architecture and UX to promote usability while accommodating technical and business constraints.
Developed UX for websites and company products, while working cooperatively with developers and business stakeholders.
Ideated and implemented enterprise-and division-level branding, marketing, and communication programs and projects across multimedia channels.
Designed components of ecommerce store, while conducting research on design practices, identifying problems and proposing creative solutions.
From Web Components, UX, Information Architecture and Digital Strategy to Design Sprint Facilitation, Project Management and Design Operations, check out my latest projects.
The current state of customer engagement and retention is less than ideal for Pampered Chef.The majority of our customers never place a second order with us or reengage with our brand.
Our team believed by providing personalized content via a machine learning service we could increase repeat customer orders, average order value, and overall site conversion.Process
I was our team lead for this project. I recruited the engineers and other cross-functional team members. I provide direction on the UI/UX, as well the interaction design, and the information architecture.
We only had one week to build and prepare for the business presentation. I worked closely with the engineers to make sure we were adhering to the initial vision of how this product should be built. I also helped build the business case with the Product Manager on the team. I ran competitive analyses and captured industry studies to validate our approach of offering a hyper-personalized shopping experience.Outcome
Our team ended up taking home the award for the most innovative idea. We competed against 8 different teams, with an average team size of 7 people.
Eliminate redundant efforts across both UX and Engineering by implementing a system of rules, constraints, and principles. The company was in need of a system to improve consistency in our product experiences and improve velocity through the development life cycle.Process
To support this project, I utilized design version control to align patterns and eliminate inconsistency and confusion during hand-off to development. I also established a common design library that is shared between design and development team members. Adhering to the DRY (don’t repeat yourself) principle, we have sped up the design process and started to eliminate redundant efforts.
We have also launched internal style guides that provide both a foundation of rules and resources for both engineering and design teams. This has been shared with other departments in the organization, to make sure we are developing and growing a conformable design language.Outcome
Results were seen almost immediately. Risk of inconsistency was eliminated much earlier on the design process, there were fewer questions after hand-off from design and engineering and redundant efforts were eliminated by better visibility into pattern usage and development.
The intent of this project was to reevaluate the current navigation of our consultant's back office tool, along with providing a more scalable solution for how the homepage’s information was architected. We needed better support for new and existing consultant productivity, as well as provide a viable solution for scaling content for future needs.Process
We evaluated the current design and revisited the initial intent of the project. With a better understanding of how our consultants were using the platform, we reorganized the visual hierarchy to emphasize and support the most needed tools. These were their transactional and business resource tools. We provided better visibility into the partitioning of the search space on mobile with a tab menu.
The UI of the homepage was also redesigned to provide a more adaptable approach that supported both field communication initiatives as well as better flexibility for future content development. The design shifted from a 3-column layout with restricted left and right rail regions, to a more fluid and adaptable one column container.Outcome
With the redesign we saw a lift in productivity with easier access to party tools, a better experience for marketing communication channels as well as a better overall experience on mobile. By utilizing a tabbed menu on mobile, we decreased task time and perceived task difficulty by providing easy access to the most important create and management features on our application.
I was approached with the need to solve a current blocker for higher conversion on PamperedChef.com. Our eCommerce experience included an affordance to associate with a particular party or consultant, so that commission can be properly distributed. The solve for this was a dialog component that was triggered at the very top of the funnel.
It would trigger at the first event of a consumer adding an item to their cart. Shoppers were closing this dialog 66% of the time it appeared. In other words, 2/3 of attempts to "add to cart" were not successful in cases where the user encountered it. At the session level, 37% of sessions this interaction did not successfully advance past it.
My job was to provide an experience that both got out of the way of the shopper, but still made it completely apparent if they were or were not associated with a consultant.Process
I started this project by better understanding the root cause of adding this obtrusive interaction so high in the conversion funnel. There was a fear of missed association with our consultants because of failed experiments in the past that were conducted without a true understanding of how our customers interacted and shopped throughout our site.
I conducted a few competitor analyses to uncover some best practices and compared those to our own internal business rules. After initial understanding and defining, I moved into sketching and wire framing initial designs for review. After we were aligned internally, we ran usability studies and established measurements for success.Outcome
The result of the redesign was a stronger presence of association in cart and checkout. This supports a better experience for our shoppers, a sense of comfort and security for our consultants and a lift in revenue for our business. Last reports indicated that we are trending at 6.8 million in annualized incremental revenue.
Virtual parties and social media channels have become more and more relevant to how we shop today. It has been no different with our company. We noticed an alarming spike in the number of virtual parties compared to in-home. The problem we encountered was AOV (average order value) and the overall total party sales were much lower than that of the in-home ones.
We need to investigate why this was occurring and what we could do to solve it.Process
My job was to provide an experience that got out of the way of the shopper, but still made it completely apparent if they were or were not associated with a consultant
I analyzed current pain points of our party guests by developing a journey map that provided details on the first introduction to a party on Facebook through final checkout on our eCommerce site.Outcome
We identified gaps in our current party and consultant association components. Missed association opportunities were occurring though product display pages without appropriate URL parameters as well other grouped category pages. This type of event has been mitigated with better associated opportunities further down the conversion funnel.