Confidential: Service Strategy & Incident Discovery in Compliance
Currently partnering with the CDO to scale a service design practice and lead end-to-end discovery for mission-critical systems. This work involved 80+ cross-functional interviews and complex ecosystem mapping.
Available for private 1:1 walkthroughs only.
Impact:
C-Suite Advisory: Served as a strategic partner to the CFO, CPO, and Executive Leadership Team to demonstrate the ROI of service design, successfully securing headcount for a specialized Service Design vertical.
Acting Department Leadership: Assumed full operational and strategic oversight of the Service Design organization during the CDO’s leave, managing team growth, project prioritization, and cross-functional resource allocation.
High-Stakes Feedback Systems: Developed a bespoke executive feedback and reporting process to ensure transparency and alignment on enterprise-level initiatives with high financial and regulatory stakes.
Following the establishment of new corporate objectives, the organization sought to radically deepen its financial planning strategy. However, the initiative faced significant organizational inertia: nine senior stakeholders from the Investment and Insurance divisions held competing agendas and disparate visions for growth.
As the Design Strategy Lead, I served as a neutral broker between competing divisional agendas. By orchestrating high-stakes workshops and acting as a trusted advisor to nine senior stakeholders, I successfully moved the organization from a stalemate to a unified, 5-year client vision.
Impact:
Elevated design thinking by embedding human-centered practices into strategic planning at the senior level.
Aligned cross-disciplinary leadership on a single roadmap to increase average account value by 55%.
Ecosystem Governance: Unifying Fragmented Digital Journeys Across Product Silos
The organization faced significant operational friction due to highly fragmented digital product silos. This lack of ecosystem visibility led to redundant efforts, technical debt, and a disjointed client experience that hindered the speed of cross-functional feature deployment.
I founded and led a strategic task force of Enterprise Architects, Product Managers, and Business Leads to bridge the gap between technical infrastructure and human-centered experience. I served as the primary orchestrator, sifting through disparate research to synthesize a unified model of the wealth and risk ecosystem.
Impact:
Established a shared source of truth for the digital ecosystem, enabling leadership to identify and resolve cross-product redundancies.
Created a scalable governance framework that allows Product and Engineering teams to assess the downstream impact of new features on the end-to-end journey.
Shifted the organizational mindset from 'Product-First' to 'Ecosystem-First', successfully integrating holistic service design into the long-term technical roadmap.
Optimizing Client Onboarding: Reimagining High-Friction Enrollment in Regulated Markets
The 10-year medical health history requirement created a massive bottleneck in the enrollment funnel. High drop-off rates represented significant revenue leakage and delayed policy issuance, requiring a strategic overhaul of the digital onboarding experience.
As the Service Design Lead, I created a new cross-functional delivery model by uniting Product, Business Operations, and Design partners for the first time in the organization’s history. Beyond facilitating high-stakes workshops, I served as a strategic orchestrator, synthesizing competing functional requirements into a singular, high-impact vision for client enrollment.
Impact:
Identified digital optimization opportunities that reduced completion time by 30%.
Elevated client satisfaction from 84% to 97%, while reducing completion time by 30%.
Transformed the project’s collaborative model into a reusable framework for future cross-functional initiatives.
