Redesign of an internal data tool that services the companies entire data ecosystem. Outlined and executed user research to define what the site needed to better succeed at servicing data consumers, updated architecture and features.

Increased discovery of content types by 3x of previous design, 75% increase in search bar typeahead usage, and 50% more unique page views per month.

Over two year of contracting, I lead the redesign of dataportal, updating, replacing, and redesigning standards from old design libraries, bringing them up to date with all workplace tools at Airbnb.

Lead Product Designer - Freelance Contract

Due this work being under NDA, I am limited in showing it online. I would be excited to show more of what I accomplished at Airbnb during an interview.

Establish new design patterns, interactions, and visuals, for analytics product within the Apple Media Product (AMP) ecosystem, improving dated experiences across web and iOS applications.

Redesigning an analytics tool with updated design patterns, inclusive of new data. Fully responsive web experience. Helped to better curate the data discovery experience for artists and data consumers.

Sr. Product Designer—Apple Music for Artists. Additionally, I helped define design system components for the larger suite of analytics products.

Due to this work being under NDA, I have limited capabilities in showing it online. I would be excited to talk more about my role with Apple at an interview.

Build a proof of concept application for Duke Energy Innovation Lab, that empowers energy customers to discover their consumption data.

A digital product design study, that defined possibilities in customer engagement.

Lead Product Designer alongside a UX researcher and Jr. Visual Designer, responsible for collaborating with Duke Energy product & business leadership.

All energy consumers in Duke Energy’s service area (Western Carolinas). Research was focused on larger families, living in large and small spaces, to define their understanding of energy consumption.

Energy customers don’t have access to a mobile platform. Duke Energy needed ideas of how to help customers become more cognizant of their energy situation.

A brand should build value for customers through a mobile product, so that over time they can further align and advocate for the service.

The evolution of the product will be defined by the small ways in which it enables customers and connects them with data. Details matter. This family story was created as inspiration to lead the mobile POC design.

Discovering energy data as it relates to time & space was the central pillar of the product thinking. Consumers are more valuable to a brand when they deeply understand the service they pay for, even for simple utilities in regulated markets.

We wanted to upgrade energy consumers ideas of consumption, providing both kilowatt and monetary information to them in the same space.

Over time, the abundance of easily collected data matched with the time and space in which consumers live—will promote long term product usage.

Here’s a look at design process over time, as the product needs changed—and became more streamlined—so did the UI.

The end goal is always to reach a high quality visual, matched with an even better user experience. Without the fusion of the two, you will never know the product potential.

Make people aware of current reports before creating their own. It helps Duke Energy to not field multiple outage reports if they’re already working on the problem.

Design always becomes clearer over time. This evolution is a good example between our 1.0 and 2.0 products. Simple & cleaner, with better content priority.

Customers concerned about their consumption, but felt that energy usage was a fact of life they can't control.

Energy consumption isn’t going to change as our demand becomes greater. Taking steps to update your home can have truly tangible monetary benefits for your future. Just the mere awareness of these energy problems is also a success metric.

Brand standards that aren’t crafted for the digital age need to be re-written and mixed up. Every visual standard should be offered in digital context, if not created first for the digital era.

Working with the brand colors, we aligned the interface with visual themes that promoted a sense of fluidity, understanding, and electricity.

This product should offer a fresh visual sense, breaking the rigidity of current and outdated mobile language. This resulted in themes of light vs. dark—threading brand blues throughout.

Data will not be consumed to its potential if only offered in one place throughout a product lifetime. Simple and intuitive extensions of your product create updated scenarios of everyday use.

Companies lacking in product thinking are largely just ignoring data, or the potential for data collection. Often the larger the entity, the more unused data available.

Duke Energy needed to better consider how to serve data in relation to user’s needs—and not just build a product that mimicked mobile web features.

Duke Energy is referenced as a brand that leads in energy innovations and distribution technology. Product design should match in sophistication, to inform consumers and instill trust.

Money and HR managers at companies world-wide.

Managing millions of your employee’s dollars should be a detailed and robust experience, and every team member responsible should have tools to enable them.

Prior to 2016, these tools didn’t exist. Our team created this universal web experience for all account holders.

Create a functional space for money data, to promote added value each time one interacts. Don’t ship features just because it’s a goal. Realize the only way to improve trust and brand equity is to provide value through a detailed understanding of who and why.

Money doesn’t need to be dry and lifeless, and employee management certainly shouldn’t.

Providing statistical data for managers to understand the bigger picture defined the product ethos. We acknowledged that plan managers have a better understanding of their goals than the bank, so this page compares three metrics for individual conclusions.

Data design should satisfy the audience—not just convince them of a certain data point. This product created many visual and interaction design firsts for the undefined spaces of the banks digital product ecosystem.

While staying true to their brand, we minimized harsh colors, and introduced areas of graphic intensity and graphic brevity to balance function of the form.

Money managers who are responsible for regulatory and compliance deadlines need robust functionality and consistent form.

People now expect products to help them along the way. The standard has changed, and we told users that we recognize this expectation through an administration calendar.

Managers need to consistently match up employee data with earnings over time. The participation details screen helped them understand their company story, and current situation. You should always leverage data and extend the offering to help people.

These simple ideas that had yet to make it to this financial platform were some of the most celebrated additions by plan managers.

No mistake, these pages were a lift for the development team, but the inspiration is always clear in hindsight. People want to consume information and formulate needs after building knowledge. Remove the guesswork and introduce potential.

Page design continued from above

Create a retirement paycheck calculator, that gives a single contributor more knowledge about their retirement account. The tools main focus forecasts how much your current saving habits will earn you in retirement.

The Retirement Income Estimator, a single page tool versatile enough to provide a full picture of how retirement saving works and asks users to consider an increase in their pre-tax contributions. This page was awarded a Gold Medal by Corporate Insights for a robust retirement experience.

Lead Visual Designer, alongside lead UX design.

All users who contribute to a 401(k) plan with Wells Fargo Advisors.

People are not informed, or ill-informed about retirement. Financial products should offer more than just balance information. The product should break down perceived notions about how money works in retirement—without the need for complex financial advisor relationships.

Provide more context, and make people feel more connected to their decisions. Remove passive action.

Most people don’t have a clue how much money they’ll want in retirement. The mobile version of this platform exceeded users’ expectations during testing. They were surprised and delighted with value of this tool, once they took a moment to explore.

Support customers by providing more data than expected. Make them feel like part of the product experience, rather than making the product feel like a barrier. Continue this process over time, as new needs arise and new information becomes available.

Heavy content can alarm users. Interacting with a UI isn’t always a means of requesting more complexity, but often times more detail, with more focus.

The legal needs of these pages required them to be text heavy at times, however, keeping important controls on screen was as well a priority.

People need to see clearly what they’ve input in order to decide. Just like a traditional calculator—the tool requests the user make one input at a time in order to deliver the message but does not separate inputs that all relate.

Help IT and cybersecurity departments of all sizes manage and visualize risk across global networks of physical technology devices and digital assets, for all professional levels (CISO to associate).

Created design system aligned with existing MUI.com architecture, launched product light mode, increased product usability, and saw overall ARR of the product rise by 10’s of millions over the course of 3 years, and 168% increase in customer assets under management.

Principal Product Designer, Introduced company to design system standards and processes, integrated design thinking (as much as possible) over time while handling complex data asks from customers. Lead engineering and design teams in UX standards for library components.

Due this work being under NDA, I am limited in showing it online. I would be excited to show more of what I accomplished at Balbix during an interview.

Define what online credit/debit card servicing should look like for Wells Fargo customers, in order to reduce phone and in-person customer support instances.

A single web page, that included all major account servicing tasks, in customer priority order.

Lead visual designer, responsible for helping craft the UX through UI and interaction design, assisted with research artifact creation and user testing.

All banking customers, applicable to credit cards, debit cards, home and auto loans.

Findability of basic account services within Wells Fargo ecosystem was failing customers, and they were spending too much time calling support, or going to the bank.

Artifacts like these were created from discovery of customer needs and informed the entire design process. We changed and improved our clients existing thoughts on the servicing experience, through design and user testing results.

Customers need these tasks readily available, as they’re accessed most frequently during times of an increased emotional response towards the task.

During user testing, we watched as this design empowered customers to feel they had complete control over their account at first look. Increased findability of all tasks on the page, and digestible content blocks were key.

The remaining problem we needed to solve, was how customers find this servicing page when they need it—within the product ecosystem—and if they would give up and seek other support options before realizing they had missed the service center entirely.

Wanting the user to discover and try, we included a simple animation for the horizontal scrolling navigation area. By meeting them where they are, the bar offered not only a quick way to navigate—but a better way to understand possible actions.

Completing a high emotional response task without needing to load another page is best. Users were confident in these page actions. We introduced a higher standard for page interaction amongst Wells Fargo product groups with these ideas.

All of the product decisions for this servicing page were simultaneously prototyped on desktop.

We experienced the same great results with the desktop page. We learned that some of the darker page areas below the hero image were perceived by some users as advertisements on desktop. In version 2.0, we are adjusting the strategy and design of these sections.

Desktop page design continued.

A snapshot of off screen interaction planning, and how I executed that idea visually for myself and our front end developer in Sketch. Simple yet effective.

Leverage and extend the relationship customers have with their banking app.

Support customers in the way they need, and in the context they ask for it. We ask customers to get started on their journey to account servicing through this product.

We learned that most customers enjoyed this experience over the complexity of a phone call. Lines of business in the bank are eager and excited to extend this design to their customers.

Redesign The Southeastern Philadelphia Transit Authorities mobile application. (iOS & Android)

An interface that purposefully leveraged HIG’s from Apple & Google, to better fit the needs of their development timeline, limited resources, and existing technology stack.

Created the visual and interaction design of the application as well as version 1.0 of their brand standards for mobile devices.

Anyone in the Philadelphia area using SEPTA transit vehicles, with a focus on better serving residents and frequent travelers.

Their existing application was extremely out of date, void of a user experience that promoted everyday use.

Developing both platforms at the same time was an ideal process for this re-design. Small differences such as hard edges versus rounded corners, were important for each instance of the application to feel more distinct and native to each platform.

Remove unnecessary line and schedule information from the view, until the user has confirmed which route they need to take.

The Next to Arrive section, which allowed riders to select only the line and stops they needed to see and acted much more like a trip planner than the previous design.

This section isn’t very helpful for commuters who aren’t familiar with station & train names (~15%). This resulted in bringing back a traditional map view to this section, in version 2.0.

Transit commuters requested time and vehicle data be presented in a more digestible format. This was also mixed with the desire to not remove map view entirely from the page, as they felt better oriented from it.

The Next to Arrive Card delivered information to the customer, with included map view. The 7/8th’s sheet was a quick way to give more priority to the time table, further meeting their needs and increasing frequent use of the product.

Choosing a route was the same experience from Next-to-Arrive to Schedules. The two menu items also linked between each other, which kept the user’s previous selection.

Customers as a whole are using next-to-arrive about as frequently as they are using the schedules section, and both more frequently than favorites. This has us re-thinking certain UX approaches for version 2.0, to better meet the customer where they are.

Minimizing visual strain of the existing digital brand was our first goal. Our team needed to manage necessary visual data through changing SEPTA’s standard of visual information display.

The published design revolved around the idea of simplifying their color palette and utilizing color only to indicate a physical transit line or vehicle.

SEPTA is subject to every weather pattern throughout the year, and real time data allows commuters to feel in control.

By providing the most detail SEPTA could offer on each transit vehicle, the product environment became more forgiving and less frustrating for commuters.

Translating artwork from SEPTA’s physical signage was key for an expert understanding of our UI. Managing and upgrading these assets were all part of our consultation process of the product design.

Commuters frequenting the same trips asked for ways to save trips, an obvious enhancement request.

The implication of this feature is probably too subtle for people who don’t realize its purpose—and mimics the visual language of social media likes a little too much—when the functionality offers much more to the user.

Create a questionnaire and web portal walk-through for iPad Kiosks at Hiltons Global Property Owners conference.

A virtual tour of Hilton property owners web portal—with quick questions sprinkled throughout the experience.

Lead Product Designer working alongside a front-end developer to create kiosk experience. Responsible for all ux, visual, and interactive decision making.

Property Owners for Hilton utilize this portal for important needs, like property renovation loans and ownership data—so it was important to understand their feedback on the proposed design and information buckets.

Without property owners, no global hospitality brand would have a meaningful impact. The leaders of lodging real-estate are the key to a successful relationship between the brand and the services it offers to the public.

The design of this kiosk was a central point for the lobby-networking space of the conference. Making sure the design of the survey was inviting and attractive was Hilton's product goal.

Making property owners feel heard through the kiosk and portal design was important. Leveraging their support an amplifying their voice is a tangible way to improve brand footprint.

Taking ideas for a test run in a real-world setting is the best way to improve any digital product. This conference offered the best time to perform these test runs, and gather feedback digitally and in person.

The less static the survey and questions felt, the more responsive property owners would be.

Fluid page-walk-through animations that grounded the owner in the content and meaning.

Better understand the web habits of Hilton property owners (and their respective teams).

Simple tap or type questions that kept the owner moving through the information quickly.

Ultimately, we asked owners take an active part in the brand building process, through a better understanding of their needs. The kiosk questionnaire was the central pillar of this proces.