Design That
Accelerates Growth

When Groundswell needed to launch a critical web-based product, their internal design team was already stretched thin across multiple initiatives. The risk wasn’t taste or vision—it was delivery. Without additional senior design capacity, key features were at risk of slipping or shipping half-baked.
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I stepped in to own the end-to-end product experience, giving the product and engineering teams clear, dev-ready direction they could execute against without constant back-and-forth.
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What I focused on

• Clarifying real user needs through targeted interviews, so the team wasn’t guessing or overbuilding.
• Designing within existing constraints, aligning tightly to Groundswell’s brand and product standards to avoid rework.
• Reducing ambiguity for engineering, so features could move straight from design into implementation.

A global gift card management platform needed to modernize their frontend to support a new tech stack and evolving product roadmap. The challenge wasn’t just visual refresh—it was upgrading the experience without slowing development, fragmenting the brand, or introducing usability regressions during the transition.

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I partnered with the product and engineering teams over four months to redesign the frontend in a way that developers could implement incrementally, not rewrite from scratch.

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What I focused on

• Designing for a new technical foundation, ensuring components and patterns mapped cleanly to the updated frontend architecture.
• Reducing complexity in key workflows, so improvements to UX also translated into faster implementation and fewer edge cases.
• Creating a unified design system, aligning the marketing site, desktop platform, and mobile app to eliminate inconsistencies and rework across teams.0

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The result
The team shipped a modernized frontend that improved usability and long-term maintainability—without disrupting delivery timelines or overloading engineering.

When DataWollet a UK startup, needed to grow revenue in a crowded market, the challenge wasn’t lack of ideas—it was lack of focus. The product needed clearer positioning, a tighter onboarding experience, and faster validation of what actually drove adoption.

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I worked directly with the Founder and CTO to simplify the product experience and remove friction that was suppressing conversion and early engagement.

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What I focused on

• Clarifying the critical user journey, especially sign-up and onboarding, so new users could reach value faster without unnecessary steps or decisions.
• Designing a cohesive product foundation, aligning visual identity and interaction patterns to reduce confusion and build trust early.
• Prioritizing engagement features that mattered, introducing only the dashboards and personalization elements that reinforced the core value—not noise.

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The result
DataWollet shipped a more focused product experience that converted better, reduced early drop-off, and gave the team a clearer path for iteration and growth.

When Rayse, a real estate CRM startup, set out to build a product connecting agents and clients through actionable insights, the challenge wasn’t inspiration—it was focus. At 0→1, every idea feels essential, and shipping the wrong foundation can stall momentum for months.

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I partnered closely with leadership to translate a broad vision into a clear, testable product experience the team could actually ship and iterate on.

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What I focused on

• Filtering signal from noise, combining user interviews, domain expertise, and founder insight to identify the few workflows that truly mattered at launch.
• Designing a dual-audience experience, balancing agent power-users with client simplicity without creating parallel products.
• Removing early friction, refining the experience around real daily tasks so adoption didn’t rely on training or workarounds.

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The result
Rayse launched with a focused, credible product that felt immediately useful—not theoretical. The team gained a concrete foundation they could build on, rather than a brittle MVP they’d have to unwind later. Instead of trying to do everything, the product shipped doing the right things well.

Before the Olympics, Adidas faced a time-sensitive operational problem. Their PR team needed a reliable way to distribute large volumes of media assets to the press—but existing workflows relied on ad hoc file sharing and manual email requests. Under Olympic-level demand, that system was guaranteed to break.

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I worked with internal stakeholders to design and ship a secure, centralized PR platform that could handle peak traffic without adding operational overhead.

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What I focused on

• Mapping real PR workflows, working directly with the press team to understand where manual steps created bottlenecks and risk.
• Designing a self-serve system, so press access didn’t depend on staff availability or one-off requests.
• Reducing operational load, automating asset management and access controls to prevent last-minute chaos.

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The result
Adidas entered the Olympic cycle with a platform that scaled under pressure. The press could access assets independently, and the internal PR team avoided the surge of manual requests that would have slowed response times during a critical moment.

When top-tier training facility for Olympic athletes moved from pen-and-paper workflows to a mobile platform, the risk wasn’t feature gaps—it was disruption. Athletes and trainers operate under extreme constraints, and any friction, latency, or cognitive overhead would have undermined adoption immediately.

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I partnered with the team to design a mobile system that replaced manual processes without changing how people needed to think or work.

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What I focused on

• Preserving existing mental models, translating real training workflows into a digital experience that felt natural from day one.
• Designing for scale without chaos, using a custom design system to manage a large surface area while keeping engineering velocity high.
• Enabling real-time insight, so trainers could act on data during training cycles—not after the fact.

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The result
Athletes adopted the platform quickly without formal onboarding, and trainers gained immediate access to actionable performance data. The product modernized the workflow without compromising focus, speed, or trust.

When SateyPlus, an all-in-one safety management platform for the construction industry decided to rebuild their product, the challenge wasn’t just modernization—it was doing it without disrupting a large, active user base. As an industry leader, they couldn’t afford regressions, inconsistent patterns, or a rebuild that slowed feature delivery.

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What I focused on

• Translating a refreshed brand into a usable system, ensuring visual changes improved clarity rather than introducing friction.
• Establishing a scalable design system, so teams could ship consistently without re-solving the same UI problems every sprint.
• Designing for self-service, simplifying navigation and workflows so users could complete tasks independently without relying on support.

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The result
The rebuilt platform delivered a more intuitive onboarding experience, reduced support dependency, and gave the product team a cleaner foundation for ongoing development. Instead of a cosmetic refresh, the rebuild created operational leverage—both for users and for the internal team.

When a stealth startup in the mental health space set out to build a product that could compete with established players, the challenge wasn’t ambition—it was coherence. The product needed to serve clinicians, clients, and clinic managers without becoming three disconnected tools, all while the team operated under startup-level uncertainty.

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I worked closely with product and engineering leadership to shape a focused, scalable product foundation the team could build and iterate on.

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What I focused on

• Unifying the product identity, creating a consistent system across mobile, marketing, and in-product experiences so users didn’t feel like they were navigating different products.
• Designing for multiple user roles, balancing clinical depth with usability without overcomplicating the core workflows.
• Increasing delivery velocity, establishing a design system that reduced rework and kept design and engineering aligned.
• Shaping early product strategy, including pricing structure, so design decisions reinforced the business model rather than fighting it.

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The result
The team shipped a credible, cohesive product experience that supported multiple stakeholders and gave leadership confidence to move forward with execution and growth.

Vitacost had a strong product catalog and clear demand, but mobile revenue had stalled. The issue wasn’t pricing or assortment—it was friction in the core shopping flow. Mobile users struggled to navigate efficiently, suppressing conversion at scale.

I was brought in to identify the highest-impact constraint and fix it quickly.

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What I focused on

• Diagnosing the real bottleneck, auditing critical mobile shopping paths, session recordings, and analytics to isolate where users were getting stuck.
• Targeting a single high-leverage fix, narrowing in on mobile navigation as the primary driver of drop-off.
• Designing and validating solutions, testing navigation concepts with real customers and refining them based on behavioral data—not opinion.

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The result
Within 30 days of launching the updated mobile navigation, Vitacost saw a significant lift in mobile conversion and revenue—without expanding scope or redesigning the entire experience. Instead of broad changes, the team unlocked growth by me fixing the one thing that mattered most.

When the founders of Birchbox set out to launch the first-ever cosmetic subscription service, they weren’t optimizing an existing product—they were inventing a new category. There was no proven model, no prior customer behavior to lean on, and no margin for shipping confusion or friction.

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What I focused on

• Defining the core user and value exchange through early research into how customers discovered, evaluated, and purchased beauty products—both online and in-store.
• Designing a clear, repeatable subscription flow, so engineering could implement and iterate without rethinking fundamentals every release.
• Reducing risk in the funnel, especially around sign-up, onboarding, and retention, where friction would have killed adoption early.

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The result
Birchbox launched with a scalable product foundation that supported rapid growth, iteration, and customer retention as the business expanded.

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Over the next four years, Birchbox grew into a category-defining company, reaching a valuation of $485M—built on an experience designed to ship, learn, and scale from day one.